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LO Wise Content Distribution
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LO1 EXAMINE LEADERSHIP AND MANAGEMENT THEORIES AND PRINCIPLES, AND THEIR IMPACT ON THE EFFECTIVENESS OF AN ORGANIZATION.
DEFINITIONS OF MANAGEMENT:
- DEFINING MANAGEMENT, WHAT MANAGEMENT IS (FAYOL), WHAT MANAGERS SHOULD DO (PETERS) AND KEY ROLES (MINTZBERG).
- KEY SKILLS AND COMPETENCES OF MANAGEMENT, E.G. TEAM DYNAMICS, PLANNING, DECISION MAKING, STRATEGIC MINDSET, PROBLEM SOLVING, COMMUNICATING (VERBAL AND NON-VERBAL), MOTIVATING, DELEGATING, MANAGING DISCIPLINE AND DEALING WITH CONFLICT.
- MANAGEMENT ACTIVITIES, E.G. PLANNING, ORGANISING, MOTIVATING AND CONTROLLING.
- APPROACHES TO MANAGEMENT, E.G. TASK ORIENTATION AND RELATIONSHIP ORIENTATION
- THEORIES OF MANAGEMENT:
- CLASSICAL THEORISTS, INCLUDING ADMINISTRATIVE (FAYOL) AND SCIENTIFIC (TAYLOR). MANAGEMENT AS A FUNCTION OF ORGANISATIONS (HANDY).
- MODERN MANAGEMENT THEORISTS, E.G. PORTER, KOTLER AND HANDY.
THEORIES AND DEFINITIONS OF LEADERSHIP:
KEY THEORIES AND THEORISTS, INCLUDING:
- TRANSFORMATIONAL (BURNS)
- TRANSACTIONAL (BENNIS, BASS)
- SITUATIONAL/CONTINGENCY (FIEDLER, VROOM AND YETTON, HERSEY AND BLANCHARD)
- CHARISMATIC (CONGER, KANUNGO)
- EMOTIONAL (GOLEMAN’S SIX STYLES).
- LEADERSHIP SKILLS, E.G. COMMUNICATION, DELEGATION, INSPIRATIONAL MOTIVATION, POSITIVE ATTITUDE, TRUSTWORTHINESS, CREATIVE THINKING AND INNOVATIVE PROBLEM SOLVING.
- COMPETENCES, E.G. GIVING AND RECEIVING FEEDBACK, TAKING RESPONSIBILITY FOR BOTH SUCCESS AND FAILURE, MANAGING CULTURAL SENSITIVITY AND DIVERSITY, GLOBAL OUTLOOK AND AGILITY.
- THE HARD SKILLS OF MANAGEMENT VERSUS THE SOFT SKILLS OF LEADERSHIP.
- APPROACHES TO LEADERSHIP, E.G. SITUATIONAL, TRANSFORMATIONAL AND INSPIRATIONAL.
IMPACTS OF LEADERSHIP AND MANAGEMENT:
- POSITIVE IMPACTS FOR IMPROVING BUSINESS PERFORMANCE, EFFECTIVE MANAGEMENT OF RESOURCES, INNOVATION.
- NEGATIVE IMPACTS, E.G. LOSS OF COMPETITIVE ADVANTAGE, STAGNATION AND DECLINE.
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LO2 REVIEW THE INFLUENCE OF DIFFERENT LEADERSHIP AND MANAGEMENT STYLES ON THE CULTURE OF ORGANISATIONS.
LEADERSHIP STYLES:
- DIFFERENT TYPES OF LEADERSHIP, INCLUDING TANNENBAUM AND SCHMIDT’S CONTINUUM OF LEADERSHIP STYLES, LINKERT’S SYSTEMS 1–4, AND MCGREGOR’S THEORY X/THEORY Y.
- ADAPTING LEADERSHIP STYLES TO APPLY IN DIFFERENT BUSINESS SITUATIONS AND THE REQUIRED HARD AND SOFT SKILLS.
- IMPACTS OF LEADERSHIP AND MANAGEMENT STYLES ON DECISION MAKING IN A BUSINESS ORGANISATION.
TYPES OF CULTURE:
DEFINING CULTURE AND TYPES OF CULTURE, INCLUDING:
- FOUR TYPES, POWER, ROLE, TASK, PERSON (HANDY)
- TOUGH-GUY MACHO, WORK HARD/PLAY HARD, BET-YOUR-COMPANY, PROCESS (DEAL AND KENNEDY).
- THE IMPORTANCE AND VALUE OF CULTURE FOR WORK ETHIC, ORGANISATIONAL PERFORMANCE, HEALTH OF THE ORGANISATION.
FACTORS INFLUENCING CULTURE:
- FACTORS THAT INFLUENCE THE DEVELOPMENT OF AN ORGANISATIONAL CULTURE, E.G. MISSION, VISION AND VALUES.
- THE IMPACT OF EMERGING DIGITAL TECHNOLOGIES, E.G. SOCIAL DIGITAL CONNECTIVITY AND GLOBAL DYNAMIC COMPLEXITY ON ORGANISATIONAL STRUCTURE, LOCATION, INFRASTRUCTURE, INTERNAL RULES AND PROCEDURES.
- THE IMPACT OF DIGITAL TECHNOLOGIES ON LEADERSHIP AND MANAGEMENT ATTITUDES AND BEHAVIOURS, E.G. DRIVE AND FLEXIBILITY TO DIRECT AND NAVIGATE BUSINESS THROUGH DISRUPTIVE INNOVATION, EMPOWERING VIRTUAL TEAMS AND COMMUNITIES, AGILITY TO BALANCE IMPROVING EFFICIENCY WHILE PROMOTING INNOVATION.
- THE IMPORTANCE OF LEADERSHIP AND MANAGEMENT STYLES IN SETTING AND EMBEDDING ORGANISATIONAL CULTURE.
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LO3 DEVELOP A MOTIVATIONAL STRATEGY TO OPTIMISE ORGANISATIONAL PERFORMANCE
THEORIES OF MOTIVATION:
- CONTENT THEORIES, INCLUDING MASLOW, HERZBERG, MCCLELLAND AND APPLICATION TO DIFFERENT WORK SITUATIONS.
- PROCESS THEORIES, INCLUDING EXPECTANCY THEORY (VROOM), EQUITY THEORY (ADAMS) AND GOAL THEORY (LOCKE) AND APPLICATION TO DIFFERENT WORK SITUATIONS.
IMPACTS OF MOTIVATION ON ORGANISATIONAL PERFORMANCE:
- IMPLICATIONS FOR IMPROVED JOB SATISFACTION, PERFORMANCE AND PRODUCTIVITY, INCLUDING DIFFERENT VARIABLES, E.G. SOCIAL, CULTURAL ORGANISATIONAL AND ENVIRONMENTAL.
MOTIVATIONAL STRATEGY:
- FINANCIAL AND NON-FINANCIAL STRATEGIES, E.G. TO RECOGNISE AND REWARD PERFORMANCE, ENCOURAGE COLLABORATIVE TEAM WORKING, TO EMBED PRAISE AND FREQUENT FEEDBACK TO INDIVIDUALS AND ENCOURAGE CREATIVITY AND INNOVATION.
- DIFFERENT STRATEGIES FOR ADDRESSING AND MANAGING UNSUCCESSFUL PERFORMANCE AND DEMOTIVATED EMPLOYEES.
- ELEMENTS OF A COMPREHENSIVE STRATEGY E.G. PROVIDING A RANGE OF INCENTIVES TO MEET DIFFERENT PERSONALITIES, CREATING POSITIVE REINFORCEMENT AND EQUALITY.
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LO4 APPLY LEADERSHIP AND MANAGEMENT APPROACHES TO MANAGING PERFORMANCE TO ENSURE CONTINUOUS IMPROVEMENT.
LEADERSHIP AND MANAGEMENT APPROACHES:
- THE ADVANTAGES AND DISADVANTAGES OF DIFFERENT MANAGEMENT APPROACHES, INCLUDING TASK ORIENTATION AND RELATIONSHIP ORIENTATION.
- THE ADVANTAGES AND DISADVANTAGES OF DIFFERENT LEADERSHIP APPROACHES, INCLUDING SITUATIONAL, TRANSFORMATIONAL AND INSPIRATIONAL.
- COMMUNICATION PROCESSES AND STRATEGIES APPLIED IN DIFFERENT BUSINESS SITUATIONS, E.G. DEALING WITH CONFLICT, RESISTANCE TO CHANGE, CULTURAL AWARENESS.
- DEFINING CAPABILITIES AND SKILLS FOR A TRANSFORMATIONAL ENVIRONMENT, E.G. MULTICULTURAL PERSPECTIVES, COACHING AND MENTORING, ALIGNING TO CHANGING BUSINESS GOALS.
DEFINITION OF PERFORMANCE MANAGEMENT:
- DEFINITION OF PERFORMANCE MANAGEMENT AND THE PURPOSE OF PERFORMANCE MANAGEMENT TO IMPROVE INDIVIDUAL AND TEAM PERFORMANCE.
- DIFFERENT APPROACHES, E.G. ANNUAL APPRAISAL VERSUS CONTINUOUS PERFORMANCE MANAGEMENT, INCLUDING WEEKLY CHECK-INS/ ON-THE-JOB CONVERSATIONS.
QUALITATIVE AND QUANTITATIVE MEASURES OF EFFECTIVENESS:
- QUALITATIVE MEASURES, E.G. SATISFACTION RATES, MOTIVATION LEVELS, SUCCESS OF TRAINING AND DEVELOPMENT, ATTITUDE.
- QUANTITATIVE MEASURE, TO INCLUDE INCIDENCE OF SICKNESS, ABSENTEEISM, ACCIDENTS AT WORK, TIMEKEEPING, MEETING DEADLINES, ACCURACY OF WORK CARRIED OUT, WASTAGE, OUTPUT, PRODUCTIVITY.
METHODS OF REWARDING GOOD PERFORMANCE:
- THE FINANCIAL AND NON-FINANCIAL METHODS AVAILABLE TO THE ORGANISATION.
- THE INFLUENCE OF VARIABLES, INCLUDING SIZE, LOCATION, COMPETITIVENESS OF THE ORGANISATION ON THE REWARD METHODS AVAILABLE.
- THE INFLUENCE OF LEADERSHIP AND MANAGEMENT APPROACHES ON REWARDING GOOD PERFORMANCE.
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