Professional Documents
Culture Documents
Tutor Resource - Management and Leadership
Tutor Resource - Management and Leadership
Definition of management
The purpose of management and leadership
Processes of management
Management and leadership
Management standards
Codes of practice
DEFINITION OF MANAGEMENT
Leadership definitions
Leadership roles
Leadership needs
Leadership/management styles
Situational leadership
Leadership qualities
Requirements for leader behaviour
Emotional intelligence and leaders
Differences between leadership and management
LEADERSHIP DEFINITIONS
• achievement/results orientation;
• business awareness;
• communication;
• customer focus;
• developing others;
• planning;
• problem solving;
• teamwork.
4. MANAGERIAL ACTIVITIES
Planning
Organizing
Objectives
‘Smart’ objectives
Agreeing objectives
Barriers to communication
On being convincing
PLANNING
• Planning is the process of deciding on a course of
action, ensuring that the resources required to
implement the action will be available, scheduling and
prioritizing the work required to achieve a defined end
result.
• The aim of planning for managers is to complete tasks
on time without using more resources than they are
allowed.
• Planning is mainly a matter of thinking systematically
and using your common sense.
• Every plan contains four key ingredients: the objective,
the action programme, resource requirements and
impact.
ORGANIZING
• by exercising leadership;
• by demonstrating that you are the expert –
‘power goes to the one who knows’;
• by using managerial position and authority;
• by offering rewards for compliance.
PROBLEM SOLVING
Problem solving requires the following steps:
1. Analyse the situation.
2. Get the facts.
3. Develop hypotheses – identify the cause(s) of the problem.
4. Specify objectives.
5. Identify and assess alternative courses of action.
6. Produce action plan.
7. Implement action plan.
8. Evaluate.
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6. MAKING THINGS HAPPEN
Strategy defined
Strategy formulation
Visionary management
STRATEGY DEFINED
Job evaluation
Contingent pay
Employee benefits
Performance management
Non-financial rewards
COMPUTER-INTEGRATED
MANUFACTURING SYSTEMS
Computer-aided
manufacturing
Manufacturing
Purchasing
Stock Dispatch
Quality assurance
9. SELF-DEVELOPMENT
Self-development basics
Approach to self-managed learning
Learning activities
Personal development plans
Other methods of development
SELF-DEVELOPMENT BASICS
Change
Types of change
Equilibrium and stability
Stages of organization development
CHANGE
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TYPES OF CHANGE
• Transformational change is the process of ensuring that an organization can
develop and implement major change programmes so that it responds
strategically to new demands and continues to function effectively in the
dynamic environment in which it operates.
• Strategic change is concerned with broad, long-term and organization-wide
issues. It is about moving to a future state that has been defined generally in
terms of strategic vision and scope.
• Organizational change deals with how organizations are structured and, in
broad terms, how they function.
• Changes to systems and processes affect operations and impact on working
arrangements and practices in the whole or part of an organization.
• Cultural change aims to change the existing culture of an organization. It
involves developing a more appropriate set of the values that influence
behaviour.
• Behavioural change involves taking steps to encourage improved performance
from people by shaping or modifying the ways in which they behave.
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EQUILIBRIUM AND STABILITY
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STAGES OF ORGANIZATION DEVELOPMENT
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11. THE CONTEXT OF CHANGE
Organizations
Formal and informal organizations
Organization structures
Organizing
Effective change management
Types of organization structures
A unitary organization structure
A centralized organization structure
A decentralized organization structure
A matrix organization
A process-based organization
Organization reviews
Organizational culture
Power
Authority
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ORGANIZATIONS
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FORMAL AND INFORMAL ORGANIZATIONS
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ORGANIZATION STRUCTURES
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ORGANIZING
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EFFECTIVE CHANGE MANAGEMENT
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TYPES OF ORGANIZATION STRUCTURES
• Unitary.
• Divisionalized.
• Centralized.
• Decentralized.
• Matrix.
• Process.
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A UNITARY ORGANIZATION STRUCTURE
Chief executive
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A CENTRALIZED ORGANIZATION STRUCTURE
Corporate office
Division
Operations
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A DECENTRALIZED ORGANIZATION STRUCTURE
Corporate office
Finance Legal
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A MATRIX ORGANIZATION
Disciplines
A B C D
Project 1
teams
2
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A PROCESS-BASED ORGANIZATION
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ORGANIZATION REVIEWS
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POWER
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AUTHORITY
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12. CHANGE MANAGEMENT
The process of change management
Change models
Approaches to managing change
Explaining change
Effective change
Barrier to change
Resistance to change
Overcoming resistance to change
Change cultures
Field force analysis
Programme for managing change
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THE PROCESS OF CHANGE MANAGEMENT
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CHANGE MODELS
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APPROACHES TO MANAGING CHANGE
• Directive.
• Bargained.
• ‘Hearts and minds’.
• Analytical.
• Action based.
Keith Thurley
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EXPLAINING CHANGE
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EFFECTIVE CHANGE
• The main benefit of effective change is an
improvement in organizational performance.
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BARRIER TO CHANGE
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RESISTANCE TO CHANGE
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OVERCOMING RESISTANCE TO CHANGE
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FIELD FORCE ANALYSIS
A methodology for analysing change called ‘field force
analysis’ as developed by Kurt Lewin involves:
• analysing the restraining and driving forces that will
affect the transition to the future state;
• assessing which of the driving or restraining forces
are critical;
• taking steps both to increase the critical driving
forces and to decrease the critical restraining
forces.
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PROGRAMME FOR MANAGING CHANGE
• Identify the need for change and define why it is necessary. Effective reasons for
change are those that are likely to be accepted by stakeholders.
• Base proposals for change on a convincing business case supported by a practical
programme for implementing the change and reaping the benefits.
• Discuss and agree the goals to be achieved by the change, wherever possible in
quantified terms in the form of targets.
• Determine success criteria so that everyone knows what they are striving to achieve
and the extent to which the results have been achieved can be monitored and
evaluated.
• Give the responsibility for managing change to individual managers.
• Set up project teams or task forces to plan and implement change.
• Identify ‘change agents’ who will have the role of facilitating change by providing
advice to project teams or individuals.
• Develop and implement project planning planning procedures that identify the activities
in the project and the order in which they have to be done, estimate the time for each
activity, find out how much flexibility there is in the timing of activities and which
activities are critical to the completion time, estimate costs, schedule activities and
resources, and anticipate problems.
• Set up reporting systems so that progress can be measured against the plan.
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13. BASIS OF CUSTOMER SERVICE
Customers
Customer service
Internal customers
Aims of customer service
Customer service concerns
Customer service considerations
Customer service activities
Achieving and sustaining customer satisfaction
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CUSTOMERS
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CUSTOMER SERVICE
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INTERNAL CUSTOMERS
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AIMS OF CUSTOMER SERVICE
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CUSTOMER SERVICE CONCERNS
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CUSTOMER SERVICE CONSIDERATIONS
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ACHIEVING AND SUSTAINING CUSTOMER
SATISFACTION
Ensure that:
• The product or service meets customer
expectations on the degree of quality they
require, provides value for money and
achieves a consistent level of performance and
dependability.
• Everyone is willing and ready to provide
prompt service and help at the point of sale
and afterwards.
• Courteous and competent attention, speed and
flexibility are provided to customers.
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14. APPROACHES TO CUSTOMER SERVICE
Managing relationships with customers
Customer service policies and expectations
Buying behaviour analysis
Customer relationship management (CRM)
Marketing research
Analysing customer needs and communicating to them
Measuring customer satisfaction
Infrastructure for customer service
Customer service standards
Creating high standards of service for internal customers
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MANAGING RELATIONSHIPS WITH
CUSTOMERS
• This is conducted by relationship marketing,
which emphasizes the continuing relationships
that should exist between the organization and
its customers, with the emphasis on customer
service and quality.
• The organization must establish and maintain
good relationships with customers – instilling
confidence that their requirements will be met,
on time, with cost-effective solutions and
adequate support availability.
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CUSTOMER SERVICE POLICIES AND
EXPECTATIONS
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BUYING BEHAVIOUR ANALYSIS
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CUSTOMER RELATIONSHIP MANAGEMENT
(CRM)
• Customer relationship management (CRM) describes the way
in which businesses manage the information they gather on
their customers and use that information to enhance the quality
of their customer relationships. A CRM system is based on a
number of integrated software applications.
• The database in a CRM system provides the company with the
means to target advertising and mail shots because a better
understanding has been achieved of the buying habits and
wants of individual customers. Telesales can be facilitated by
providing the telesales team with immediate access to
customer information. Queries and complaints can be handled
more easily from the online customer database.
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MARKETING RESEARCH
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ANALYSING CUSTOMER NEEDS AND
COMMUNICATING TO THEM
• A comparative analysis can be made of competitors’
products or services and customer service arrangements
from the viewpoint of how and why they attract customers.
• Target customers need to be identified to ensure that
products or services are developed specifically to meet
their needs, and promotion, sales and customer-care
practices are aligned to their preferences.
• It is necessary to inform customers of what is on offer and
how it will satisfy their needs.
• The communications to customers should indicate how
the products or services will meet their needs.
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MEASURING CUSTOMER SATISFACTION
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INFRASTRUCTURE FOR CUSTOMER SERVICE
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CREATING HIGH STANDARDS OF SERVICE
FOR INTERNAL CUSTOMERS
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15. ACHIEVING HIGH LEVELS OF
CUSTOMER SERVICE
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THE 12 PILLARS OF WORLD-CLASS
SERVICE EXCELLENCE
Your strategy
1. Commitment: The organization sees customer service as a key corporate scorecard indicator, with both transformational and incremental
improvement goals, action programmes, top-level accountabilities, and regular high-level discussions about service performance.
2. Credibility: The organization works hard to make sure that customers have good grounds for believing its promises.
3. Classification: The organization segments its customers, periodically reviews its segmentation profiles, and varies its product/service offer
between segment boundaries.
4. Concentration: The organization focuses its efforts on its most profitable (and its potentially most profitable) customers, or, in a not-for-profit
environment, those customers in greatest need.
Your people
5. Capability: All the organization’s people, in direct contact with people or not, are recruited and trained against a company blueprint that gives
high priority to customer-friendly attitudes.
6. Continuity: The organization’s retention, reward and recognition strategies encourage those people who deliver excellent service to stay.
7. Courtesy: The organization’s people are polite, considerate, tolerant and friendly when dealing with their customers, whether internal or
external, and are always willing to go ‘the extra mile’.
8. Creativity: The organization systematically encourages its people to take part in continuous improvement programmes and to produce ideas
for service innovations.
Your customer relationships
9. Consistency: One of the principal reasons why your customers keep on coming back is that they know what to expect from you.
10. Communication: Your customers understand what you say to them, you listen to them, and you actively promote opportunities for two-way
dialogue (with both internal and external customers).
11. Comfort: Your customers feel comfortable about your products, your services, your user instructions, your helpline, your complaints
procedures and your service recovery/restitution systems – indeed, everything that collectively comprises your reputational asset value.
12. Contact: You offer customer service at times to suit your customers, not at times to suit you.
Source: Dr Ted Johns, Institute of Customer Service
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DEVELOPING HIGH LEVELS OF CUSTOMER
SERVICE
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A STRATEGIC APPROACH TO
CUSTOMER SERVICE
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A CUSTOMER-CENTRIC CULTURE
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ATTITUDES, SKILLS AND BEHAVIOURS
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16. CONTINUOUS IMPROVEMENT
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CONTINUOUS IMPROVEMENT
DEFINED
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CONTINUOUS IMPROVEMENT – AIM AND
RATIONALE
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CONTINUOUS IMPROVEMENT –
REQUIREMENT
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CONTINUOUS IMPROVEMENT VALUES
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CONTINUOUS IMPROVEMENT
STRATEGY
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CONTINUOUS IMPROVEMENT
INFRASTRUCTURE
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THE PLAN–DO–CHECK–ACT CYCLE OF
CONTINUOUS IMPROVEMENT (DEMING)
The plan–do–check–act cycle of W Edwards Deming
is used as the basis for developing and testing
changes:
• Plan the change strategy, including who will be
involved, what data will be collected and when the
data will be considered adequate for study.
• Do the intervention.
• Check the results.
• Act on the knowledge gained from the data –
maintain the plan, modify the plan, add to the plan.
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CONTINUOUS IMPROVEMENT PROGRAMMES
Continuous improvement programmes can take place in the following
stages:
1. Set up project teams.
2. Define terms of reference.
3. Set objectives and targets.
4. Plan the project.
5. Collect and analyse facts.
6. Define the problem.
7. Diagnose causes.
8. Develop solutions.
9. Implement the solution.
10. Monitor.
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BARRIERS TO CONTINUOUS
IMPROVEMENT
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HOLDING THE GAINS
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17. QUALITY MANAGEMENT
Quality
Quality management
Quality assurance
Quality control
Total quality management
Six Sigma
Quality standards
Resolving the conflict between quality assurance and production or
delivery targets
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QUALITY
Quality can be defined and assessed in terms of:
• innate excellence;
• convenience of use;
• performance;
• reliability;
• value for money;
• level of customer service;
• fitness for purpose;
• attractive appearance or style;
• durability;
• conformance to design specifications;
• uniformity, with small variability.
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QUALITY MANAGEMENT
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QUALITY ASSURANCE
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QUALITY CONTROL
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TOTAL QUALITY MANAGEMENT
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SIX SIGMA
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QUALITY STANDARDS
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RESOLVING THE CONFLICT BETWEEN QUALITY
ASSURANCE AND PRODUCTION OR DELIVERY
TARGETS
Resolving the conflict between quality assurance and
production or delivery targets can be achieved by: