UNIT 302

Manage Oneself
•E 1: Develop skills to improve performance.
•E 2: Manage time to meet objectives.
 Overview of Performance
Criteria Element 1.
• Assessment of own skills and areas for self
development is based on current and likely
future work requirements.
• Assessments takes account of skills required to
work effectively with other team members.
• Plan to develop own skills are consistent with
setting specific measurable objectives.
• Updating of plans to develop own skills take
place at regular intervals.
 Overview of Performance
Criteria Element 2.
• Your managers objectives are specific,
measurable and achievable.
• Estimates of time required for activities
are realistic and allow for unforeseen
circumstances.
• Review of progress and rescheduling of
activity take place regularly to help
achieve planned objectives.
Knowledge of the organisation.

Q1. Discuss who could be involved

in assessing.
Your current levels of competence.
What contributions they could make.
Who to get feedback on performance
from.
 Feedback from whom?
• Supervisors / Managers.
• Self.
• People for whom you are responsible for.
• Customers.
• Fellow colleagues.
 How to get feedback?
• Regular Team briefings / meetings.

• Planned sessions with line Managers.

• Staff allocated as a Mentor.

• Peer talks / Open discussions.

It is essential to analyse oneself
truthfully!

• Assess your weaknesses and strengths

and TRY to change those things that
should be changed.
• SWOT exercise.
Q2. Describe Your Workplace
Policies and Objectives Which
May Determine the Setting of
Priorities.
 WORKPLACE POLICIES
• Customer satisfaction.
• High standards of service and products.
• Maintaining a safe and secure working
environment.
• Profit Making (GP).
• Efficiency of staff.
• Good human and material resources.
 CUSTOMER SATISFACTION
• It is essential to build a good
reputation to attract both repeat and
new customers.
 HIGH STANDARDS OF
SERVICE AND PRODUCT

• You need to be making enough

money to employ good staff to
produce a high standard product
and good quality of service.
MAINTAINING A SAFE AND
SECURE WORKING
ENVIRONMENT.

• Legal requirements determine this

as high priority.
 PROFIT MAKING
• If all the prior points are not in
place you will not make large
profits.
• You need large profits to be able to
keep all in place.
 EFFICIENCY

• Good Management.
• Time Management.
• Staff that can prioritise.
Work performance and
standards.

Q1. State Why Continuing Self

Development Is Essential to
Managerial Competence.
• Knowing oneself, ones qualities, weaker
areas and what you can do about
improving them are vital to self
development. “think back to your SWOT
exercise.”

• If you want to manage people one day it is

essential you can ‘ MANAGE
YOURSELF.’
 What constitutes a good
manager?
• Honesty.
• Integrity (perfect state).
• Enthusiasm.
• Leadership.
• Diplomacy.
• Courtesy.
• Appearance.
• Example setting.
 “The moment you
loses sight of these
personal targets you
loses the credibility to
make judgements
about others”.
“Self development is
not only essential to
anyone's
professional self
respect but also for
your professional
credibility”.
Q2. List 6 important skills which
are required for effective
managerial performance.
 Any of the following:
• Self management.
• Time management.
• Decision making.
• Analytical skills.
• Good communication skills.
• Resource management.
• Delegation.
• Able to organise and plan.

• Knowledgeable.

• Able to co-ordinate.

• Control.

• Direct.
Q3. Describe what methods can be
used to assess your own levels of
competence and how you would
select a development method
appropriate to your circumstances.
• Skill scanning.

• Action planning.

• Act on feedback and appraisals.

• Perceptions of others from whom you work with.

• Comparisons with people in similar situations.

• Tutors from college or people in similar.

• Managerial posts.
 How would you select a
development method?
• Your individual needs may range from
formal courses and training or just work
experience.

• It is vital that achievable targets are set

within a sensible time scale.
Q4. Describe the current and future
demands of your job, the standards
required and how they match your
own levels of competence as a
manager.
• What is your role definition and
responsibility?

• Do you know the organisational structure,

company procedure and legal requirements?

• Do you ever come across situations that are

beyond your experience?

• Do you keep up with current trends.

Q5. Describe the interpersonal
skills needed for effective
teamwork.
• Matching individual talent to a task.

• Successful communication.

• Good listening skills.

• Example setting.

• Dealing with conflict.

• Good problem solving skills.

• Be encouraging and supportive.

• Create an open healthy climate.

• Compliment good ideas and performance.

• Understanding of what motivate staff.

• Know your staff, understand their needs.

• Help achieve personal aims.

Q6. Describe how you would
develop A personal action plan for
learning and self development.
• Personal audit.
• Identify needs.
• Prioritise your needs against current and
future demands.
• Match needs to personal goals.
• Identify opportunities internal or external.
• Set targets.
• Analyse current time management and
adjust.
• Review.
Q7. Describe why it is important to
gain feedback from others on your
own performance and how to
encourage, enable and use the
feedback constructively.
• To get a true idea of others perception of you.

• Provide the motivation needed to improve

performance.

• Can lead to early detection of errors and enable

them to be corrected.

• Feedback avoids misunderstanding occurring or

conflict developing.
Q8. Describe how to assess
personal progress.
• Self evaluation and understanding / review current
situation.

• Seeking and noting feedback from superiors, peers

and colleagues.

• Checking position regarding previously set targets.

• Feel good factor / self fulfilment.

• Assess against others at same level.

• Are you at the level you want to be?

Human Resources.

Q1. Describe the availability of

development activities and their
advantages and disadvantages to
your own position and
responsibilities.
 “What opportunities
for development have
you got where you
work?”

Identify your training needs and

discuss them with your line
manager!
 INTERNAL TRAINING
• Internal training is viewed more sympathetically.
• Better to time manage.
• More cost effective.
• More favourable by employers, they get a sense of
ownership.
• Relevant to the organisation.
• More chance of a career and developing within
that organisation.
 EXTERNAL TRAINING
• Require time away from work.
• May involve financial cost.
• Fresh experience away from your normal place of
work.
• New faces, new ideas and a different environment
can be essential to self development.
• Organisation likely to benefit from new ideas
which can be passed onto others.
Planning.

Q1. Describe why effective

management of time is essential to
managerial competence.
• It is essential to manage your time
effectively.
• It is essential to manage time of anyone
whom you are responsible.
• TIME IS MONEY, and can very easily be
wasted if not managed correctly.
• Good time management is essential for the
organisation to function efficiently.
• To get the best out of human resources.
Q2. Describe the strategies which
can be used to ensure effective
time management.
• Determine priorities (Job lists).

• Effective use of a diary.

• Allocate time for planning and thinking.

• Plan for unexpected as well as expected

situations.

• Be prepared for problems and allow time

for problem solving.
Q3. Describe how you set
specific, measurable and
achievable objectives for yourself.
 “It is important that any
objectives set for yourself are
REALISTIC, FOCUSED and
though CHALLENGING be set
against a timescale which is
ACHIEVABLE”.
• Prioritise objectives.

• Set short and long term goals with time

scales.

• Review to see if on track at regular

intervals.

• Obtain feedback from colleagues and

supervisors where necessary.
 OBJECTIVES SHOULD BE :
• Clear.
• Specific.
• Measurable.
• Worthwhile.
• Attainable.
• Challenging.
• Timed.
Q4. Describe how work is
prioritised according to
organisational objectives and
policies in your workplace.
 VARIES IN DIFFERENT
WORK PLACES
• Business Plan.

• Health and Safety Procedures.

• Meal Times and Deadlines.

• Routines.

• Checklists.
Q5. Describe the methods which
can be used when estimating the
time requirements for planned
activities.
• Plan Session / Use Time plans.

• Use Past Experience.

• Ask others who may have previous knowledge.

• Plan for the expected, leave time for the

unexpected.

• Staffing Capabilities.

USE ALL THE ABOVE TO PRODUCE A GOOD

TIME PLAN.
Q6. Describe how unhelpful
interruptions can be identified
and minimised.
• Good Planning.

• Have a contingency plan e.g Staff absences

covered.

• Early identification of a problem or possible

problem.

• Good communication within all areas.

Q7. Describe how and why
regular reviews of activity are
carried out.
 HOW
• Team Briefings.

• Regular updates of time/work plan.

• Good communication (input from team).

• Adjustments made early when things not going

well.
 WHY
• So that work can be adjusted early to prevent
disaster.

• To obtain good time management.

• Discuss if things are not going well.

• Learning process for next time.

Problems.

Q1. Describe what type of

contingencies may occur and how
to assess and plan for these.
 Potential Problems
• Fire – Flood.
• Accident.
• Staff absence.
• Equipment Failure.
• Failed Delivery.
• Food Spoilt.
• Planned and published procedures are necessary and
staff aware.

• Emergency equipment and clear instructions of use

should be made available.

• Staff training will make emergencies less traumatic.

• First Aiders should be identified.

• Alternative menus given some thought.

• Manpower contacts in place.

Information.

Q1. Describe how you would

assess how much information is
required before taking decisions.
• What is the aim.

• Collect the required information I.e £10 per

head.

• List the possible courses of action.

• Evaluate the for’s and against and examine

the consequences of an alternative.

• Make decision.
 To make the decision more
effective.
• Break the whole into small parts (Analysis).

• Think of it in its entirety (Holistic).

• Make judgement.
 Summary of session.
• When working with others, consider there
needs as well as your own.
• Don’t aim too high with your objectives.
• Prior planning will prevent poor
performance.
• Time plan your work, with set review dates.