Examples Oftheir Leadership Skills And Behaviours Exhibited Effect Onme

Descriptionofleader*	Examples oftheir leadership	Skills and behaviours exhibited	Effect onme

*Add more rowsas necessary

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

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	Examples*	Who leads or influences	Influencing skills used
Task behaviours
Relations behaviours
Changebehaviours

*Add more rowsas necessary

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

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.gif”>Problem identification and
description

.gif”>Analysis

.gif”>Conclusions to the analysis

.gif”>Recommendations

.gif”>Advantages,
disadvantages
and implications

.gif”>References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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What was the purposeofthegroupor team?
How well did it achieveits goals and aims?
Who was involved in it?
How weremembers selected?
Did theyhavedifferent skills and experiences?
Ifso, weretheycomplementary?
What processes andactivities worked well and what did not work so well?
What arethepositive featuresyoucan remember?
What arethenegative featuresyoucan remember?
Otherthoughts

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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Purposeofgroup or team
Inputs
Throughputs
Outputs
Particularsuccess factors
Improvements that could havebeen made (areas/processes)

References

Source:basedonSchermerhornet al.
(1995)inIngramet al.,1997

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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Techniqueortool used
Question, issueor statement 1
Response
Question, issueor statement 2*
Response

*Add more rowsas necessary

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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Post title
Location and department
Reports to
Summaryofrole
Specific responsibilities

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
ofinformationyou used.

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B628Table10.4Discriminationanddiversity

1. Does guidance/policyexist in theorganisation?	Yes, on discrimination and diversity Yes, on discrimination only No, countrylaws only
2. Discrimination is not allowed/is allowed against the followingcharacteristics.In eachcasestateYes or No.IfYes, set out thereason forthis inyourorganisation.
Gender
Disability
Ethnicity(nationality; race;colour)
Beliefs(religious, political)
Age
Class/caste or family background
Dress/personal appearance/particular clothingsuch as head covering(turban, burqaorpurdah)
Criminal record
Other (specify), e.g. new recruits must have relativesworkingin the organisation orin the sameprofession
3. Extent to which guidance/policy/laws areorarenot followed in a familiar part of the organisation and why
4. How the guidance/policy/laws influenceorwill influencemy behaviour
5. Summaryof similarities and

differences
betweenguidance/policy/laws
and practices in three
organisations including
myown

.gif”>References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

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B628Table10.5PersonspecificationOptionA

Jobtitle:
Organisation:
Criteria (categories)	Descriptionof criteria in eachcategory includinglevel	Essential/ desirable	Measured by
Qualifications
Work experience
Knowledge
Skills
Organisational requirements
This person specification complies with organisational policyon diversityand discrimination (or countrylaws). Yes/no

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

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othersources
ofinformationyou used(youmay
have
usematerial fromyourorganisationor theinternet).

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B628Table11.1Marketingthejobandmethodsofselection

Jobtitle:
Organisation:
Marketing
Methods*	Description	Justification	Advantages and disadvantages in this case
Method 1
Method 2
Method 3*
Selection
Methods**	Description/detail	Justification	Advantages and disadvantages of method for this job
Interview(s) • Description of interview type • List ofbasic interview questions
Work sample(s) • Outlineof design
Personalitytests
Aptitudetests
Assessment centre

• Tests/mix

*Add rows as necessary

**Deletemethodsyou havenot selected

References

TheOpen University(2010)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

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othersources
ofinformationyou used(youmay
have
usematerial fromyourorganisationor theinternet).

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B628Table12.1Performancemanagementreview

Thesupervisory relationship (orother relationship) Describe the frequency and usual content ofthe meetings/discussions Saywhetherthe meetings/discussions help to establish (and ifthey help to maintain)agood working relationship
Content of the meetings/discussions that helped myperformance.Provideupto three examples.
Content of the meetings/discussions that did not help my performance. Provideupto three examples.
Threeimportant ways in which these meetings/discussions have shaped theway Imanage theperformanceofothers.

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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B628Table12.2Performancemanagementself-assessment

Task-focussedactivities	Person1	Person2	Person3	WhetherI carry out this activity and how wellI do it
Shaping – structuringthetask
Target setting
Explaining
Delegating
Guiding
Limiting
Negotiating
Resourcing
People-focussed activities	Person1	Person2	Person3	WhetherI carry out this activity and how wellI do it
Coaching
Encouraging
Facilitating
Counselling
Rewarding
Representing

Evaluating
Overall self-assessment
ActivitiesIwill do moreof (and, ifnot donein discussions/supervision meetings, how and when) and why Ithink eachwill improve/maintain performance
1.Ingeneral:
2. Specifically Person 1:
Person 2:
Person 3:

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

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othersources
ofinformationyou used

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How often is yourperformance appraised?
Who appraises it?
How doyou prepareforthe appraisal?
What does beingappraised feel like – before, duringand afterwards?
What arethe benefits ofappraisal foryourself(the appraisee), the appraiser(forexample,your manager) and theorganisation as a whole?
Otherthoughts on theprocess.
Summary(about 200 words)

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
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How often is yourperformance reviewed?
Who reviews it?
How do the reviews work?(What forms do theytake and how formal arethey?)
How well do thesereviews work?
How areyour work objectives set?
How doyoureceive support, ifit is everneeded?
What arethe benefits ofyourwork beingreviewed and supported in this way?
What arethedisadvantages ofyour work beingreviewedandsupported in this way?
Summary(about 200 words)

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
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Policies
Day-to-dayperformance management suchas monitoring and supervision
Appraisal process
Practices
Summary(about 200 words) which draws out differencesbetween policiesand practices and explains whythesemight be

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

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.gif”>Coverpage

.gif”>Summary

.gif”>Contents

.gif”>Introduction

.gif”>Analysis

.gif”>Conclusions to the analysis

.gif”>Recommendations

.gif”>Advantages,
disadvantages
and implications

.gif”>References

.gif”>TheOpen
University(2012)B628/BZX628.
Managing
1:Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

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Sector, purpose, size andtypes ofwork that thepartyou are responsible fordoes, or thatyourworkgroup is engaged in
Learningopportunities availablein the organisationyouwork for, oryourpart of it, orthoseopportunities that are availabletoyour workgroup, whether formal orinformal(categories and examples)
Theways in which thesearesupported • By you (categoriesand examples) • By work-group members (categories and examples)
Barriers to learningand development (categories and examples)
Conclusion

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

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othersources
ofinformationyou used.

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B628Table14.2Reportontraininganddevelopmentprovisionandsupport

.gif”>Coverpage

.gif”>Summary

.gif”>Contents

.gif”>Introduction

.gif”>Analysis

.gif”>Conclusions to the analysis

.gif”>Recommendations

.gif”>Advantages,
disadvantages
and implications

.gif”>References

.gif”>TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

.gif”>List
any othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.