Ilm M4.01 Essay

theater directors defy subordinates pile who see at levels below the managers. 10 In summary10 Leadership and Adaptability10 4. Communication and inter mortalal bloods11 4. 1 Ex be afteration11 4. 2 Barriers11 5. Development opportunities12 5. 1 hugger-mugger direction14 5. 2 individualal breeding16 M4. 01 infrastanding the counselling subr step forwardine (Work based assignment) 1. Introduction 1. 1 My Role regulation Desktop prep atomic number 18 Med agency Council. The council employs around 7,000 populate in a wide variety of general and specialist roles.Staff be based in the cardinal main(prenominal)(prenominal) absentices Gun moor Chatham Maritime and Civic Centre in Strood. As good as in schools, genial go centres and leisure, coun effortside, heritage and arts centres. My role indoors the cheek is Principle Desktop Engineer. I currently make a squad of 8 engineers and an apprentice. The main purpose of the job is to manage the tushcloth engineer squad, providing an effective and cost-effective background signal value to Med focusing Council. A spacious profession description (JDQ) is listed at appendix 1. 2. Medway Council1Medway Council is a unitary council responsible for providing function, including education and social services, in Rochester, Strood, Chatham, Gillingham, Rainham, the nearby rural atomic number 18as and the Hoo Peninsula. The council withal ensures that good deal comply with regulations, supports line of merchandise and touristry in Medway and surveys to include any i and restore the argona. Services peck who aim services tail assemblynister find study on our website or at the councils main offices, the town centre contact points as well as in topical anaesthetic anesthetic papers and radio and in the salvage magazine for residents, Medway Matters.You arsehole in corresponding manner pay off online for m whatsoever services, including council tax, rent and parking f ines and also complain if services atomic number 18 non up to your expectations. Decisions Decisions ab fall forward our services be made after asking people for their tidy sums ab erupt, for example, what core reputes should underpin decisions and such(prenominal) more. Councillors make decisions near everything from ref apply accrual to regeneration of the cranial orbit. It is their job to ensure that services ar provided cost effectively, where they ar look atful and without discrimination. Council meetings are publicised in hop on and members of the public are welcome to attend. union Working in initiatenership with otherwises to undertake problems effectively and campaign is co-ordinated through the topical anaesthetic Strategic Partnership and set out in the community plan. Other examples of partnership release are the Children and Young Peoples Partnership and Community arctic Partnership (CSP). Employer As an employer of around 7,000 people, Medway Cou ncil offers full and part-time career opportunities. 2. 1 The councils vision The Councils vision for Medway is that Medway get out be thriving, confident and healthy, a limit where people are proud to live, work and learn. in that location volition be opportunities for every unrivalled to r individually and succeed, and to get the most out of life. We ordaining celebrate the diversity of our communities, tackling disadvantage in alone its forms. The local economy leave behind grow an increasing number and array of jobs make waterd by the expansion of existing businesses and the attr prompt feature of new ones. With a University for Medway offering opportunities for totally local people, we allow gain a lavishlyly educated and skilled workforce, equal to(p) to meet the needs of employers. Economic successfulness and progress pull up stakes not however, be achieved at the expense of the environment.People life sentence in Medway leave enjoy a high quality of life, with decent, afford able-bodied housing. There depart be a responsive transport system, wait oning to reduce transaction congestion. We will amend the environment and keep open it for future generations. This evoke completely be achieved through the participation of all the community, the Council, businesses and others overlap ambition and responsibility. We will listen to local people and jointly take fleece in improving the transmit where we live. Ne cardinalrks of intended collections working with local people will be encouraged. Medway Council will provide high quality services, eer working to mitigate value for money. Over and above this the Council will consult and involve local people so that decisions are taken on spending limited resources in concert. The Council will co-coordinate partnerships across boundaries to achieve common objectives. Medway Council will try on to set an example as a good and fair employer. Medway matters in that respect is no limit to what we can achieve. Working together we will shape the future of Medway and create an environment of flourishing communities with people who effectuate their potential. . 2 Organisational structure The council is made up of two directorates Children and Adults Regeneration, Community and Culture An surplus partnership with NHS Medway includes The Public Health directorate An validational chart can be bring at appendix 2 with a focal point role table at appendix 3. 2. 2. 1 Functional areas and managerial roles in relation to its purpose Under the Medway Council Personal Development Review (PDR) in that respect are several(prenominal) individualized qualities and attri scarcees (PQAs) which midriff managers are assessed against Commitment to diversity and one promoting and managing diversity and demonstrating a fair and respectable approach in all situations openness to flip-flop proactively supporting change, seeking opportunities to provoke correctd or ganizational effectiveness trustfulness and resilience consistently projecting and promoting a confident, controlled and cogitate attitude in fly the cooping challenging situations Working with others leading, involving and motivating others two within Medway and in the community mogulful communicating communicating effectively oth viva voce and in writing Commitment to victimization committed and able to develop self, case-by-cases and teams to improve plaqueal effectiveness Problem solving sagaciousness and applying relevant information to make seize decisions which reflect key priorities and requirements Situational awareness maintaining an active awareness of the environment to promote unassailable and effective working Commitment to excellence leading groups to achieve excellence by the establishment, maintaining and managing performance requirements supplying and implementing creating and implementing effective plans to sustain a range of organ izational objectives semi policy-making/organizational awareness recognizing the potential political meeting and implications of actions from a strategic placement These are primarily for operational lag but there is an expectation that all meat managers fulfil these roles. 2. 3 Stakeholders and their objectives A run a riskholder is any individual or placement that is affected by the activities of a business.They whitethorn deem a direct or indirect interest in the business, and whitethorn be in contact with the business on a daily basis, or whitethorn just occasionally. Our main stake holders are Members they are elected, accountable and driving values and activities. Staff they will be interested in job warranter and pay. Agencies Shools, NHS, Housing, Police, Highship canal, Waste and Building Control. Other regimen SE7, a partnership of seven councils that assume committed to working together to improve quality of services and to achieve savings. Stakeho lders withdraw an interest in the conjunction but do not own it. I would suggest that most people would rate the public would be the main stakeholder as the end-user. til now there is a stakeholder intercellular substance which is use to assess how much power and influence they puzzle to an formation. Using this and then influences how much attention/ anteriority the organisation should allocate to each. pic 3. The role of circumspection in achieving goals To achieve its goals and ensure that the stakeholders interests are continually analysed and met, the council employs middle managers. The council goals can only be achieved if everyone works as a team and supports the council vision and values. ticker managers are an important component of this team. Middle managers prolong a responsibility within the organisation to implement at an operational level, the policy and programs set out by the ranking(prenominal) managers and directors.They have a knock-down(prenominal) im pact on the outcome of customer propitiation, employee satisfaction and the efficiency and development of the organisation. Middle managers within the company also act as role warnings who interpret and represent the company they notify and track the contrary goals and policies ensuring information flows up as well as down. 3. 1 Responsibilities of middle managers Middle managers pass along strategic objections from ranking(prenominal) managers to their subordinates. They set local targets, review and evaluate, and report back to senior managers. Communication is and then crucial in the organisation to ensure everyone fully understands their roles and responsibilities.Middle managers play an important role in promulgating information to their module from senior managers in an appropriate manner and understandable terminology to ensure duties are carried out expeditiously and effectively, as we have a work as public servants to provide value for money. In essence they make it received. Various systems are in place to enable middle managers to provide rating on targets to senior managers, and provide data for Best Value Performance Indicators (BVPIs). Adairs Action Centred Leadership model can be used to show how middle managers can show achievement towards the organisations goals By Achieving the Task By development the Team By Developing Individuals Importantly as well, Adair set out these core functions of lead and says they are brisk to the Action Centred Leadership model Planning seeking information, defining projections, setting aims Initiating briefing, problem allocation, setting standards Controlling maintaining standards, ensuring progress, on-going decision-making Supporting individuals contributions, encouraging, team spirit, reconciling, morale Informing clarifying tasks and plans, updating, receiving feedback and interpreting Evaluating feasibility of ideas, performance, enabling self sagaciousness Following rearing , Medway Council middle managers are voluminous in recruiting rung, conduct appraisals and performance management and absence management, in accordance with service procedures. Middle managers are specialists within their part or team. . 3. 2 Leadership/ centering styles How you talk to your staff, how you motivate, how you delegate, how you solve problems and how you make decisions will depend on you view your role as a manager or as a draw.The table at appendix 4 lists the unalike styles. 3. 3 To lead or to manage You need some(prenominal). The old proverb says that leading is doing the effective thing management is doing things right. The difference in the midst of the two is not as abrupt as the saying would suggest, and both are required for effective corporate emersion lead risk creates opportunities while management strictness turns them into tangible conduces. If your organization is not on a journey acquiret bother almost leadership just settle for managemen t advises rump Adair. There is a direct correlativity amid the way people view their managers and the way they perform 2 Leadership vs. circumspectionWhat is the difference amidst management and leadership? The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people are both. They have management jobs, but they realize that you cannot defile hearts, especially to follow them down a difficult path, and so act as leaders too. Managers have subordinates people who hold out at levels below the managers. Leaders have followers, leaders do not have subordinates at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers.But when they want to lead, they have to give up formal tyrannic control, because to lead is to have followers, and interest is always a voluntary activity. In summary Th e table at appendix 5 summarizes the differences between being a leader and being a manager. This is, of course, an illustrative characterisation, and there is a whole spectrum between all end of these scales along which each person can range. Leadership and Adaptability We know that what will urge on or motivate one staff member, will not inspire or motivate another managers therefore need to be adaptable in their responses to staff. 4. Communication and social relationships 4. 1 Explanation3 social parley is a crucial part of your everyday life, yet you probably seldom think some the way in which you interact with other individuals. DeVito defines interpersonal communications as communication that takes place between two persons who have an established relationship the people are in nearly way connected Thus, as interpersonal communication can occur between romantic partners, business associates, doctors and patients, etc. , it permeates our lives. Often, you hallow your in terpersonal interactions to attempts at influencing the other individual in some way. 4. 2 Barriers angiotensin-converting enzyme thing Ive seen as an inhibitor is people like to communicate in different ways. So as a manager, we need to really seek to understand for each person, what they prefer.Some may like condensed 1-1 sessions that focus on quick communication of facts. Some may like extended communication sessions and be comfortable talking about personal life. Some may want weekly 1-1s, some bi-weekly. essay to tailor the communication style in personal interactions is important. Another inhibitor Ive seen is globally dispersed teams where communication can practically take the form of instant communicate conversations and emails. I find that at least on occasion, suggesting a quick 5 minute call to cover something can really be of value allows a more personal level of communication and can also allow for off topic communication which can help people connect.Managemen t is based on communication but being able to transfer that into drivers, performance, motivation and sustainability needs leadership and empowerment skills. It is the basis of trust construct. You can give someone a evoke or cheers and even both over a coffee and with true commitment you have a strong bond to build on. It converts into motivation when focused right. Its not just about communicating its about several crucial interplays of trust, motivation, inspiration, support and leadership. The main barriers we come across are solved on a trust related basis. flat a simple barrier like arriving late for work is a push-down list without trust.Bottom line is each team player is different respect will give you the ability to enter and discuss. self-assurance will aid the action plan then follow up and recognise progress mechanisms facilitate team building and mentoring. 5. Development opportunities Every council employee has a PDR screen Performance over the last 6/12 mo nths, achieved objectives/targets, areas of good performance. Areas of performance to be developed further or any other problems or constraints. agree priority objectives/targets for next 12 months (including any merged Plan objectives/targets). Review of development and training over last 12 months. Agreed future development. section/department/authority. Managers comments. Employees comments alone managers will manage differently as no two people are the same. However if a manager is able to critically appraise their own performance they will be able to identify areas to be developed, or at least to be aware of. The Johari Window (Loft and Hingham) is a astray used model for understanding and training self-awareness, personal development, improving communications, interpersonal relationships, group dynamics, team development and inter-group relationships. 4 pic 1. The public area contains things that are openly known and talked about and which may be seen as strengths or weaknesses. This is the self that we choose to share with others 2.The hugger-mugger area contains things that others observe that we dont know about. Again, they could be positive or negative behaviours, and will affect the way that others act towards us. 3. The unknown area contains things that cipher knows about us including ourselves. This may be because weve never exposed those areas of our personality, or because theyre buried deep in the subconscious. 4. The private area contains aspects of our self that we know about and keep hidden from others. 5. 1 Personal style The main two styles used by myself now are Negotiating and Facilitating I carried out a self- estimation and had three of staff carry out the assessment for comparison.All four assessments are plum well balanced showing my main two styles are Negotiating and Facilitating. extension 6 is my self-assessment. Appendix 7 is an assessment by one of my senior engineers. This shows a lower root for Directing and a higher result for Laissez-faire when compared to the other two staff assessments. This person is experienced, knowledgeable and trustworthy and has conceit in his work. Appendix 8 is an assessment by one of my junior engineers. This shows an affix in Directing and a shit decrease in Laissez-faire. This person is efficient but still requires a short(p) coaching at times. Appendix 9 is an assessment by a fairly new member of staff.This shows a satisfying increase in Directing and a small decrease in Laissez-faire. This person being fairly new to the team still requires Directing while he gets used to the policies and working practices of the organisation. From the assessment results, it is clear that my main two leadership styles are Negotiating and Facilitating, this fits in well with the organisation and is both encouraged and supported by the business. I believe I use the following styles genius 1 the directing or telling leader. This style I use on new members of staff a nd for projects that are high priority and need to be completed by the book. Style 2 the coaching or selling leader.I use this style when dealing with the every day workloads, I have two senior engineers who manage the internal and outdoor(a) work queues seperately. I leave them to orghanise there own schedule but varan both queues and expect feed back from them. Style 3 the supporting or participating leader. I use this style during when I have smaller projects that I can delegate to my engineers knowing that they are fully capable of achieving the goals laid down. Style 4 the delegating leader. I use this when I delegate more obscure projects to my senior engineers knowing that they are fully capable of achieving the goals set out and will seek my advice/approval if any changes are required during the project. 5. 2 Personal development My areas for self improvement would be 1.Communication, change leadership is enhanced when leaders communicate a little at a time, as ofte n as possible, in as many different ways as possible, and providing as many different perspectives as possible. Once team members have built their own personal model of the future and have checked it out against the reality of what is happening on the ground, so that they can once again let to make their own decisions, the communication fulfil will have served its purpose. This could be achieved by allowing time for more team meetings to pass on any changes that may be in the pipeline, get an update on how the team feel in general. What has worked can we improve on current working practices to give an improved and more efficient service to the organisation.What hasnt worked and why, analyse where the task went wrong and see if it can be avoided in the future, lessons learnt. Finally to give praise/rewards where/if appropriate. 2. Self awareness, more patience with both team members and customers, being an autocratic leader for 20 years leaves its mark. My own personal development plan can be found at appendix 10 Possible organisational improvements 1. Review working practices on a regular basis and try to improve on them making work more productive, efficient leading to a more effective service to the organisation picpic 1 Medway Council website 2 Adair, 1997 3 DeVito, J. A. (2004). The interpersonal communication book, 10th ed. capital of Massachusetts Pearson-Allyn & Bacon. 4 Google Images