Hnc Management – Leadership at Work Outcome 1 Essay Example

doesn’t need to attend a leadership and management course as he has no issues with his leadership skills. Richard wanted the three project teams to develop new products as quickly as possible in order to achieve targets, without considering the consequences taking this approach. And, Fred Windows follows this same approach he is negative about the leadership and manager course, he felt he gained nothing from the course.

Fred states that “the organisation was making good enough profits without having to do vast forward planning”. Fred showed what is seen as a typical manager approach – keeping the status quo. The LEADERS in Faboil Ltd are:- Dr Alfred Brownlow – Dr Brownlow “leads front the front”, when developing products. He includes his staff in decisions and is looking to develop his staff and wants them to improve their leadership and management skills, sending them on a course in order to achieve this. Dr Brownlow is aware that he is unable to retire whilst the company is in its current state.

Dr Brownlow is also aware that his competitors have taken his company from a monopoly within this area and are now starting to take more of the market share. Brenda Frame – Brenda has admitted herself that prior to attending the leadership and management course she “issued instructions’ to her staff and demanded that they carry out her orders”. Following the leadership course she now involves the staff and recognises that her staff provide valuable suggestions and contributions to bring to the department. Brenda now encourages her staff to bring forward their concerns and ideas”.

Brenda has learnt to deal with issues in a construction manner addressing those

which can be resolved quickly and taking more time over the contentious issues”. Since attending the course and changing her leadership style the number and range of ideas had been impressive. Despite setting up working party groups these were dismissed by Richard as detracting “from their “real” jobs. ” Despite Brenda having objected to this Richard rejected the groups. And, Judith Smythe was also enthusiastic about the leadership and management course.

Her new approach had made a huge impact on her staff, the working group had made an impact on how her team where selling to their customers. The team had learnt important information from the focus groups by listening to their customers. 2. Use appropriate theorists to give examples of where the principles of management can affect a function, department or whole organisation. According to Henri Fayol (1841 -1925) five functions are used in management. These functions are:- Planning – this encompasses the direction the company needs to take and the work that needs to be carried out.

Organising – Looking at how the plans are likely to be put in place, who is responsible, what resources are needed, how the teams will be made up. Leading – This involves you as the leader to have the necessary commitment & motivation to meet the targets and objectives set out. Controlling – This function is about how you are intending monitoring performance. Co-ordinating – this covers communication, whether it be team or departmental. In order for the task to succeed coordination is imperative. As well as his management functions Fayol recognised further principles of:-

Specialisation – having the required training to do the job well, this also increases

productivity. Discipline – rules & regulations need to be in place Reward – must be reasonable and fair Authority and responsibility – Authority leads to responsibility Unity of command – an employee should receive direction & instruction from one person Unity of direction – there should be one focus for the tasks carried out. Within my own organisation HM Revenue & Customs (HMRC) the management theories advocated by Fayol are used within the departments.