MAS Codes of Management Practice

Title Description Originator

The aim of the MAS Manager's Code pf Conduct
is to help build and sustain a Positive Work
The MAS
Culture as the context in which staff thrive, Professor Derek
Manager's Code
perform at their optimum, are engaged with their Mowbray
of Conduct
organisation, are energised to contribute, and
derive personal and professional fulfillment.

Background This 19-page paper by Professor Mowbray, which

paper to the includes Powerpoint Slides from his recent Professor Derek
Manager's Code Conference presentations, explains the background Mowbray
of Conduct ideas and thinking behind the Code.

Ethical leadership is about the motivation of

The MAS Code people living their leadership lives according to an
Professor Derek
for Ethical internal sense of morality and ethics. The ability to
Mowbray
Leadership live these lives without personal distress relies on
an ethically based cultural context.

The need for a Code relating to psychological

health and wellbeing arises from the widespread
The MAS Code anxiety that issues of psychological distress are not
of Conduct for being taken with the degree of seriousness the
Professor Derek
Psychological condition deserves. Psychological distress costs
Mowbray
Health and organisations £bn’s per annum in lost
Wellbeing concentration, under-performance, errors and
accidents, diverted management resources,
sickness, absence and staff turnover.

This Manager's Code of Conduct is referenced in

the report by PriceWaterhouseCoopers on Quality
Assuring NHS Managers, commissioned by the
Manager's Code DoH to explore methods of regulating NHS
adopted by the managers. The Code of Conduct was initiated by
IHM for Professor Derek Mowbray, sponsored by the IHM Professor Derek
application to the and supervised by a group originally chaired by Mowbray
management of Dame Carol Black and comprising the principal
the NHS professional organisations (IHM, MiP, RCN,
BMA, RCGP) and including the DoH,
HSE, Welsh Assembly Government and The
Health Foundation.

Prof Derek
The Application of the IHM Code of Conduct to
Mowbray -
the Workplace. Narrative of a talk given to the
Narrative at the Professor Derek
Institute of Healthcare Management at its launch of
Launch of the Mowbray
the Code of Conduct for Managers in Health and
IHM Managers
Social Care January 2012
Code

Leading and Managing for Wellbeing and Performance

Poor mental health in the workplace is detrimental
to individuals and businesses. This note from both
Mental Health Aiysha Malik in
Houses of Parliament summarises how the
and the Post, Houses of
workplace affects mental health and vice versa. It
Workplace Parliament
describes the barriers to gaining and retaining
employment and looks at ways of tackling mental

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 health in the workplace and through healthcare
services.

Good managers attract exceptional staff; they make

the organisation a preferred employer; they help to
15 Tips for increase market share and enhance profitability;
Upping they reduce costs. Their staff are engaged, Professor Derek
Performance in committed and ‘go the extra mile’. They are able to Mowbray
Others persuade the workforce to do things they might
otherwise not do without causing a hint of
psychological distress.

Strengthening engagement requires a systemic

approach involving the culture that promotes and
Staff reinforces engagement, adaptive and effective
engagement – 16 manager behaviours, resilience against adverse Professor Derek
Tips for events, and a lifestyle@work that support staff and Mowbray
Managers helps maintain their health and wellbeing. Here are
16 tips for managers to encourage greater
attachment to the organisation and their work.

The antidote to a disengaged workforce is to create

and sustain a healthy organisation where the
workforce feels that personal values align with
those of their employer; where the leadership style
The route to high is adaptive; where the manager behaviours are
Professor Derek
level employee focused on promoting and sustaining commitment
Mowbray
engagement and trust, and where staff feel the organisation is
facilitating their own resilience in coping with
adverse events. Senior management need to pick up
on the risks and threats, and seek ways to reverse
the potential slide into decline.

These management standards provide the

Management
benchmarks to be attained by managers seeking to
Standards for Professor Derek
be effective in promoting consistent high level
Effective Mowbray
performance from their staff without the costs of
Managers
distress.

Standards provide something to aim for; they

Management provide the steps towards a specified aim, in this
Standards for A case, the achievement of high performance through Professor Derek
Healthy strengthening corporate resilience, embedding Mowbray
Organisation wellbeing and high performance into the workplace
culture and preventing stress at work.

In the first in a series of articles for Occupational

How to define an Dr Bridget Juniper
Health magazine, Dr Bridget Juniper, an employee
employee writing in
wellbeing specialist, offers practical advice on how
wellbeing Occupational Health
to develop and deliver effective wellness
strategy Magazine
initiatives.

Making the most Wellbeing specialist Dr Bridget Juniper looks at Dr Bridget

of employee how employee wellbeing is an important factor in Juniperwriting in
wellbeing organisational performance and how it can be used Occupational Health
initiatives to maximum advantage. Magazine

In the third in a series of articles for Occupational

Who should Dr Bridget Juniper
Health magazine, wellbeing specialist Dr Bridget
manage writing in
Juniper considers who should take responsibility

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employee for the development of employee wellbeing within Occupational Health
wellbeing? an organisation. Magazine

In the fourth in a series of articles on wellbeing for

Dr Bridget Juniper
Evidence-based Occupational Health magazine, Dr Bridget Juniper
writing in
management - considers considers evidence-based management
Occupational Health
Proof of Concept and the role it can play in developing an effective
Magazine
employee wellbeing strategy.

Dr Bridget Juniper reveals why employers should Dr Bridget Juniper

Engagement shift their focus from engagement to wellbeing writing in
versus wellbeing when investigating efforts to improve workplace Occupational Health
performance. Magazine

Trust isn’t a nice-to-have – it’s an essential

component of effective leadership at all levels.
Trust drives engagement and motivation, and is Institute of
Leadership and therefore criticalin enabling higher organisational Leadership and
Trust 2011 performance. So while any rise in trust levels is Management and
good news, we can see there is still real room for Management Today
improvement for CEOs, and line managers in
particular.

The ultimate objective of this work is not just

measurement per se, but to strengthen the
evidence-base for policy making. Better measures
Compendium Of
of well-being can improve our understanding of the
OECD Well- OECD
factors driving societal progress. Better
being Indicators
assessments of countries‟ comparative
performance in various fields can lead to better
strategies to tackle deficiencies.

The implementation of The Wellbeing and

Performance Strategy requires an Action Plan to
embed into the organisation a culture, attitudes and
daily behaviours that result in high levels of
Wellbeing and wellbeing amongst all staff (managers and
Professor Derek
Performance - employees) which, in turn produces the high level
Mowbray
Action Plan performance dividend that can be measured as
lower sickness absence, staff turnover,
presenteeism and HR/Manager time on conflicts,
disputes, tribunals and other features of
presenteeism.

The Business Link has produced this useful ebook

Leadership
that sets out to define the essence of leadership.
ebook - 7
The have identified 7 key qualities of leadership Business Link
Qualities of
that they believe make a great leader - everyone
Leadership
can work to develop these qualities.

Mental Capital and Wellbeing: Making the most of

ourselves in the 21st century. Encouraging and
Mental Capital Government Office
enabling everyone to realise their potential
and Wellbeing for Science
throughout their lives will be crucial for our future
prosperity and wellbeing.

How centered Centered leaders can achieve extraordinary results, McKinsey Quarterly
leaders achieve and can thrive at work and in life, by adopting a - Joanna Barsh,
extraordinary leadership model that revolves around finding their Josephine Mogelof,
results strengths and connecting with others. Five and Caroline Webb

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 capabilities are at the heart of centered leadership:
finding meaning in work, converting emotions such
as fear or stress into opportunity, leveraging
connections and community, acting in the face of
risk, and sustaining the energy that is the life force
of change.

There is everything to be gained from manager

behaviour that persuades others to do things they
might otherwise not do without causing
psychological distress. This has the effect of
Changing
building trust and commitment which leads to Professor Derek
manager
emotional engagement between the employee and Mowbray
behaviour
the manager. This, in turn, aids concentration on
work, and results in improved performance and
productivity through the elimination of
presenteeism.

So vast is the complexity of the world in which

organisations have to survive that a different idea
of leadership is being applied that draws on the
Adaptive Professor Derek
experience and expertise of everyone in an
Leadership Mowbray
organisation to contribute to the survival of the
organisation. This is known as Adaptive
Leadership.

Spells of absence are arguably the one factor within

absence performance most keenly affected by the
attitude and behaviour of line managers and
An investigation employees. As one of the first studies investigating The Work
into sickness the links between sickness presence (attending Foundation and
presence in the work when self-perception of health justifies taking AXA PPP
workplace time off) and individual performance, a number of Healthcare
findings highlight the importance of better
understanding and addressing the issue of sickness
presence.

Managing poor performance and how to avoid the

set-up-to-fail syndrome. Research has confirmed
that poor performance at work is often the result of
Managing poor negative behaviour by managers themselves, which Social Care Institute
performance is then mirrored by employees. This is the 'set-up- for Excellence
to-fail' syndrome - whereby otherwise effective
managers can inadvertently cause good employees
to fail.

Happy employees are more productive, friendly

Seven steps to a and successful at work. This isn’t just positive
Happy and psychology, it’s scientific fact. To prove to your
CIPD
Productive board that good people policies really do make
Workforce good business sense, follow these steps to make
your workforce happy.

Happy people really do work harder! A team of

Andrew J. Oswald,
economists led by Andrew Oswald, professor of
Eugenio Proto and
Happiness and economics at Warwick Business School, has
Daniel Sgroi
Productivity produced research showing that happiness raises
Department of
productivity,with important implications for
Economics,
politics and business. The team said “We find that

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 human happiness has large and positive causal University of
effects on productivity, Positive emotions appear to Warwick
invigorate human beings, while negative emotions
have the opposite effect."

Famous for tearing up the management rulebook,

WL Gore operates without bosses in an
Interview in environment where trust, freedom and innovation
Director are prized. Little surprise then that the hi-tech
Magazine with pioneer's staff are so loyal.A workplace without
Director Magazine
Gore’s Chief managers, where no one tells you what to do and
Executive Terri everybody is expected to voice their opinions may
Kelly sound like utopia for employees. But at US
engineering giant WL Gore it has been reality for
more than 50 years.

How can we change manager behaviour? It’s

simple really, common sense ....... but sadly, not
Can sickness common practice. It’s about changing the way we
Professor Derek
absence be behave towards each other and using the
Mowbray
prevented? behaviours known to reduce psychological distress.
These are behaviours that promote commitment
and trust between people.

Andrew Davidson of the Sunday Times interviews

Andrew
Vineet Nayar, the businessman who has
Davidson Andrew Davidson,
transformed the Indian IT giant HCL by making
Interview with The Sunday Times
employee satisfaction his primary focus. Now he
Vineet Nayar
wants the world to follow suit.

Outstanding leaders combine a drive for high

Exceeding
performance with an almost obsessive focus on
Expectation: the
people as the means of achieving this. What is The Work
principles of
striking is that the research has uncovered clear Foundation
outstanding
differences between good and outstanding
leadership
leadership.Well worth a read!

Engaging for Success - enhancing performance

through employee engagement. This report looks at A report to
the evidence and business case for the link between Government by
Engaging for
employee engagement and performance. It covers David MacLeod and
Success
the what, why and how of engagement, the Nita Clarke, Winter
evidence, the barriers and what has to happen to 2009
make engagement work.

Creating an Engaged Workforce – a CIPD report

with findings from the Kinston Employee
Creating Engagement Consortium Project. It covers
Engaged Employee engagement in the UK, Strategies for CIPD
Workforces engagement, Engaging different employees along
with Outcomes of engagement and some
interesting case studies.

Engagement can affect employees’ attitudes,

absence and turnover levels and various studies
Employee
have demonstrated links with productivity, Gemma Robertson-
Engagement - A
increasingly pointing to a high correlation with Smith and Carl
review of current
individual, group and organisational performance, Markwick
thinking
a success measured through the quality of customer
experience and customer loyalty.

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 Organisational Wellbeing and Performance and Positive Work Culture
Title Description Originator
The workplace is not just a setting in which
mental health manifests itself, but also one that
Mental health and
profoundly influences mental health. It can harm,
wellbeing at the European Federation
heal, and protect; leaving long lasting effects.
workplace – What of Psychologists’
Personal vulnerabilities of employees may
psychology tells Associations
exacerbate negative workplace impacts but are
us
not a prime cause of mental health problems at
work.

Sickness absence from work is often unavoidable,

but when unduly prolonged it is wasteful and
Health at work –
damaging – to individuals and their families,
an independent Dame Carol Black
employers and our wider society. The aims of our
review of sickness and David Frost CBE
Review were to minimise the loss of work
absence Nov 2011
resulting from ill health and to find ways of
reducing the burdens and costs.

Psychological distress at work is expensive. The

Psychological
expense comes in two forms - the loss of
distress at work –
performance of people attending work but unable Professor Derek
Taking the
to concentrate effectively due to established stress Mowbray
Prevention
triggers, and the costs associated with sickness
Approach
absence and staff turnover.

Why manager behaviour is important. This report

looks at the importance of employee well- Emma Donaldson-
Research Insight
being/mental health and effective line Feilder, Rachel Lewis
into: Preventing
management; Research evidence of the links and Joanna Yarker of
stress; Promoting
between management behaviour and employee Affinity Health at
positive manager
well-being/mental health; Management Work, HSE, CIPD
behaviour
competencies for preventing and reducing stress and IIP
at work - the story so far.

Why are line managers important in the context

of stress management? The Management
Standards initiative is driven from Health and
Line management Safety; however, much of the responsibility for its
behaviour and implementation will fall on HR professionals and
stress at work – line managers. This means HR professionals and HSE / CIPD
Updated advice line managers need to understand what stress is
for HR and what constitutes a ‘healthy’ workplace, what
skills, abilities and behaviours are needed to
manage employees in a way that minimises work-
related stress.

This refined management competency framework

Line management
for preventing and reducing stress at work was
behaviour and
developed during the first two phases of a
stress at work -
research programme sponsored by the HSE, CIPD HSE, CIPD and IIP
Refined
and IIP. The programme aimed to identify and
framework for
develop the management behaviours necessary to
line managers
manage stress in others.

Stress at work - Why is stress management particularly important

Updated guidance to me as a manager? The Management Standards HSE, CIPD and IIP
for line managers initiative is driven from Health and Safety;

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 however, much of the responsibility for its
implementation will fall on line managers. This
means managers need to know what stress is; and
also understand what skills, abilities and
behaviours are necessary to implement the
Management Standards and manage employees in
a way that minimises work-related stress.

This report examines evidence for trends in work

related stress in UK and comparatively across
Europe, within the context of growing
Stress at Work – unemployment and job insecurity. In particular, it
A report prepared identifies the main determinants of work stress Professor Tarani
for The British within the context of a recession. The report Chandola
Academy reviews the health, social and economic costs of
work stress; and discusses what can be done to
reduce it in the individual, organisational and
legal contexts.

This study assesses the importance to employers

The impact of
of mental health problems in the workforce,
mental health on Michael Parsonage,
looking at both the scale and the financial
business and The Sainsbury Centre
implications. The Financial implications include
industry –an for Mental Health
Sickness absence, reduced productivity at work
economic analysis
(“presenteeism”) and staff turnover.

This summary guide, produced by the Chambers

Equality Act of Commerce and the Government Equalities
British Chambers of
2010: What do I Office, is intended to help businesses understand
Commerce
need to know? their new obligations under the Equality Act 2010
as providers of goods, facilities and services.

This guide covers the provisions of the Equality

Act 2010. As an employer, your obligations
The Equality Act
remain largely the same. The Act harmonises and
2010 - ACAS
replaces previous legislation (such as the Race
Guide to What is ACAS
Relations Act 1976 and the Disability
New for
Discrimination Act 1995) and ensures consistency
Employers?
in what you need to do to make your workplace a
fair environment and to comply with the law.

This guidance summarises the legal duties that

employers have to reduce and where possible
prevent work-related stress impacting on the
Work-related
health of their employees. It provides a starting
stress - What the CIPD Sept 10
point to help understand the legal requirements,
law says
and suggests actions that employers can take to
help to not just comply with the law, but improve
the working conditions for all employees.

In this paper 13 rules are presented that relate

Rules of the directly to the building and sustaining of
Game – 13 rules commitment and trust at work. These rules can be
Professor Derek
that lead to applied to the governance process of any business
Mowbray
commitment and or service. They are developed with commitment
trust at work and trust in mind, and are, therefore, enabling
rules rather than policing rules.

Model of This paper is about identifying the key Professor Derek

Organisational components of more permanent organisations, Mowbray

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Design and and provides a model that may be used to help
Development develop such organisations to be more successful
in achieving their purpose. The model is
adaptable and flexible, and may be applied to
reviewing existing organisations, as well as
providing a template for the construction of new
organisations.

Psychological distress is largely caused by people

and, in the workplace, by the controllers of
organisations, and is, therefore, preventable in
Managerial many workers. The focus on prevention is
Professor Derek
culture change – feasible and essential. The Managers Code is a
Mowbray writing for
the emergence of framework within which a cultural change is
Health and Care
The Manager’s possible if all managers adopt and apply the Code
Management
Code in their daily activities. The outcome will be
commitment, trust and engagement between staff
and their organisations as represented by the
controllers – the managers.

An organisation's greatest resource is its people,

David MacLeod tells Alison Thomas of Public
Positive outcomes Service, and if you expect your organisation to
Public Service
from an engaging succeed then you've got to listen to your people
Interview
idea and treat them properly. A happy, engaged
workforce gets better results than a miserable,
demotivated one.

Conditions like anxiety, depression and

unmanageable stress affect 1 in 6 British workers
Mind's
each year. This issue is costing businesses like
Employers' Guide
yours up to £26 billion every year, including: £2.4
to Mentally MIND
billion wasted on staff turnover due to poor
Healthy
mental wellbeing; £15.1 billion by staff coming to
Workplaces
work and putting on a brave face, when in reality
they are not coping; 70 million lost working days.

Companies that focus on employee health,

BITC / MORI - wellbeing and engagement are likely to derive
Reporting on positive results from a more committed and
Health & productive workforce. The Ipsos MORI report
BITC
Wellbeing raises demonstrates that the number of FTSE 100
Sharehold Return companies reporting on these issues has increased
for FTSE 100 and that many companies are reporting
quantitative data to illustrate their performance.

Building and sustaining a Positive Work Culture

The X-Factor in as part of the organisational strategy for all
Professor Derek
wellbeing and organisations will improve performance and
Mowbray
performance reduce the costs attributable to sickness absence,
staff turnover and presenteeism.

Caught between the NHS bureaucracy and

professionals on the ground, middle managers are Professor Derek
Accentuate the under more strain than ever. Derek Mowbray Mowbray in
Positive explains how a new code of conduct can help Healthcare Manager
managers promote a more positive working Spring 2010
environment in the NHS.

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How to create a
strategy for Professor Mowbray's advice for creating a
Professor Derek
employee strategy for employee wellbeing that will build a
Mowbray
wellbeing – a high performing Positive Work Culture
very brief guide

Wellbeing is more than simply the absence of

illness, it allows employees to live a balanced life
while taking a constructive role at work and in
society. Although wellbeing can be affected by
Wellbeing at
circumstances outside work, symptoms of a Professor Derek
Work Policy
wellbeing imbalance, i.e. stress, are often Mowbray
Document
displayed at work. It is therefore important that
employees recognise this and confide in their
managers; and that managers are able to recognise
symptoms and are able to support employees.

The principal ways of influencing performance, in

addition to ensuring the plan of action is clear,
The Wellbeing and the skills, knowledge and experience of the
Professor Derek
and Performance individual are up to the task, is to ensure a focus
Mowbray
Agenda on the task. For this the individual needs to be
able to concentrate and all elements of
psychological distress need to be eliminated.

Promoting psychological wellbeing and

A Positive Work performance at work relies on the creation of
Culture – cultural foundations of virtuous intent that
essential for encourages a display of behaviours that lead to Professor Derek
wellbeing and trust, commitment and engagement between Mowbray
performance at individuals, their employing organisation, and
work their immediate working organisation which may
be a team, a department, or something else.

Redefining wellness – as a state of being that is

shaped by engagement and other workplace
factors as much as by physical and psychological
The Wellness health – and making wellness central to business
Imperative - strategy opens an important new avenue to
World Economic
Creating More increasing organizational effectiveness. As the
Forum
Effective post-recession world economy slowly takes
Organizations shape, those organizations that choose to follow
this path are more likely to boost workforce
productivity, drive business performance and
realize core strategic goals.

This factsheet from the CIPD gives introductory

guidance and defines the Psychological contract.
The
It considers what research into the psychological
Psychological CIPD
contract tells us about the changing employment
Contract
relationship and looks at the strategic implications
including the CIPD viewpoint.

The State of Happiness - Can public policy shape

The Young
people’s wellbeing and resilience? A combined
Wellbeing and Foundation and The
report from The Young Foundation and The
happiness Local Wellbeing
Local Wellbeing Project which is a unique, three-
Project
year initiative to explore how local government

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 can practically improve the happiness and
wellbeing of its citizens.

PricewaterhouseCoopers LLP was commissioned

by the Health Work Wellbeing Executive to:
Review the wider business case for workplace
wellness programmes in the UK; Consider the
economic business case for undertaking wellness
programmes among UK employers; Provide a
Building the case framework for programme implementation and Pricewaterhouse
for wellness management. Their report covers the three Coopers LLP
components of workplace wellness - Health &
Safety, Managing Ill Health, Prevention and
Promotion. It supports the idea that wellness
programs have a positive impact on intermediate
and bottom-line benefits and that workplace
wellness makes commercial sense.

Why work is important to employees’ mental

wellbeing. Public health guidance on promoting
mental wellbeing through productive and healthy
Promoting mental working conditions. The following definition of
wellbeing through mental wellbeing is used in this guidance:
productive and ‘Mental wellbeing is a dynamic state in which the
healthy working individual is able to develop their potential, work NICE
conditions: productively and creatively, build strong and
guidance for positive relationships with others and contribute
employers to their community. It is enhanced when an
individual is able to fulfil their personal and
social goals and achieve a sense of purpose in
society.'

This quick reference guide presents the

recommendations made in ‘Promoting mental
Promoting mental
wellbeing through productive and healthy
wellbeing at work
working conditions: guidance for employers’. It is NICE
- Quick reference
for those who have a direct or indirect role in, and
guide
responsibility for, promoting mental wellbeing at
work.

This business case report looks at the costs

associated with mental wellbeing in the
Promoting mental workplace and the potential savings achievable by
wellbeing at work implementing steps to improve the management
NICE
- The Business of mental health in the workplace. It uses the
Case most accurate data available and was produced in
conjunction with the technical team at NICE and
consulted on with external experts.

Promoting mental
This is a support tool to help guide people to
wellbeing at work
resources that may support the implementation of NICE
- Guide to
NICE guidance.
Resources

Promoting mental This resource is an implementation tool and

wellbeing at work should be used alongside the published guidance.
NICE
- Implementation The information does not supersede or replace the
Tool guidance itself.

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 Work-related stress is a major cause of
occupational ill health, poor productivity and
human error. It can result in sickness absence,
high staff turnover and poor performance and a
Managing the
possible increase in accidents due to human error.
causes of work- HSE
The HSE’s Management Standards approach to
related stress
risk assessment will help you, your employees
and their representatives manage the issue
sensibly and minimise the impact of work-related
stress on your business.

Improving health The Government's Response to Dame Carol

Government
and work: Black's Review of the health of Britain's working-
Response
changing lives age population.

Promoting psychological wellbeing and

A Positive Work performance at work relies on the creation of
Culture – cultural foundations of virtuous intent that
essential for encourages a display of behaviours that lead to Professor Derek
wellbeing and trust, commitment and engagement between Mowbray
performance at individuals, their employing organisation, and
work their immediate working organisation which may
be a team, a department, or something else.

Individual Resilience, Wellbeing and Performance

Title Description Originator
Resilience is the capacity to cope with and
20 Tips to become stronger as a result of experiencing
strengthen your and dealing with difficult events. Professor Derek
Resilience at Strengthening resilience combines building Mowbray
work inner strength with applying personal
strength to challenging situations.

Resilience is about our capacity to tolerate

Resilience and and move on with strength after
strengthening experiencing an adverse event. Through an Professor Derek
resilience in understanding of how our resilience is built Mowbray
individuals and expanded we are able to strengthen our
resilience by taking certain actions.

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