The two events that I attended were one at the Crowne Plaza Hotel in Marlow this event is part of the National Enterprise Festival.
We heard from the most successful women who have either started their own business or have been successfully working in a large company.
The second event I attended an event called ‘Telling it like it is’ this was about the Bucks graduates who talked about their experiences working.
Susan Lock – Powering Up Your Presentations
The fear of Public Speaking tops the fear of death
Do you dread introducing yourself at meeting?
Does the dentists chair suddenly seem an enticing place to be?
If you have answered yes to any of these questions then Sue Lock’s taster session on how to present yourself and speak with confidence and conviction.
This was an amazing presentation as we learned a lot and received a lot of useful tips we learnt about the structure of a presentation, the impact, confidences and how to cope with nerves, in order to help us we done a few tongue twisters exercises. And in my appendix 1 you can see a PowerPoint which we worked from.
Susan Lock is a highly accomplished communicator, trainer and presenter with high levels of established personal development for all levels.
Helen Wilson – specialist in Colour & Image
With a focus on maximising the earning potential of individuals through their visual presentation and personal appearance, The aim is to inspire and motivate individuals and organisations to improve their overall image and impact, to increase effectiveness, customer satisfaction and therefore profitability in both human and financial terms. Helen will show you how to present your unique personality in the colours and styles that suit you best and speak on a variety of subjects covering Professional Business & Authority Dressing and ‘Capsule Wardrobe in a Bag Presentation’
Helen taught us about how colours can have a major affect on you and she told us about how much enjoys her work with every client to help them feel and look the best, in my appendix 2 you can see her leaflet which she provided us with.
Mandy Browne & Lesley Schillinger of Ladies Who Lunch – jewellery designers
Based in Amersham and Oxford, Ladies Who Lunch design and handcraft unique pieces of jewellery from semi precious stones, vintage beads, quirky charms and natural materials. In addition they also sell pieces from other carefully selected designers so that they can offer something for all tastes, styles and budgets. Mandy and Lesley are both partners and sisters and set up the business with their friend Gillian Diggle.
These were amazing ladies who talked about their experiences and life and how they both wanted to do something that they really enjoy and how their small little business is now successfully selling worldwide VIA internet, they shared there lovely experiences with us and told us about the tough times they faced and the good times and that you should believe in your self and everything will workout perfectly.
Geraldine Mattis – Managing Director of Geraldine Mattis Ltd
Geraldine Mattis Limited is leading in customising catering products for health conscious adults, parents and children by providing the highest quality of small luxury and colourful crockery. The company principal, Geraldine Mattis, received a Special Recognition Award at the International British Female Inventors and Innovators award 2009 BFIIN and British Invention Silver Award 2009. Geraldine Mattis is an Inventor, Designer and Entrepreneur.
She was an amazing lady who fought a lot to get what she wanted and she told us about her amazing experiences she had, I felt that she really inspired me and that I would love to be like her, after all the struggle and hard work she went through. She taught us to work hard and to do everything possible in life and you will get what you want. She told us that if you work hard doors will open them self. Her life story was amazing and I would love to be like her one day.
Jinny Shoosmith – Manager of House of Fraser, Eden
Jinny started her career as a ‘Window Dresser’ for a small retail company then progressed to management. Following a short career break she went back into the heart of retailing where my motivation and determination has led her to the role of Store Manager for a leading Retail Company.
This was interesting hearing from a lady who started off working as a sales assistant and now mange’s 7 well established stores, her journey has been hard to getting to where she wanted to and it nice to see how much she loves her jobs and the people that she works with.
I have come to a conclusion that this was one of the best events that I have ever been to it totally and utterly inspired me truly seeing as how hard some people worked to get to where they are now, this was an amazing experiences which I would love to go to again if I had an opportunity. I felt that the major inspiration experiences that I took away was Geraldine Mattis.
First event – Telling it like it is
On Monday 16.11.09 I attended an event called ‘Telling it like it is’ this was about the Bucks graduates who talked about their experiences working.
There were Panels who talked about how life is after their graduation and how much they have had to work and struggle due to credit crunch and the high risk of being redundant and they were as follow
Jane Barnes who works in the communication industry, stated that in the Sunday times news paper it explains how hard it is to get a job now a days for graduate students due to so many financial problems such as redundancy and the credit crunch and that there is a major gap in some industry that need to be filled, and ways in which she got through this was by doing a graduated training scheme which are aimed to help start your career and help you to gain and experiences aspects of both the role and the organisation as a whole.
Kate who graduated in 2001 works in the PR Marketing communications she has been working for over 6-7 years and has a businesses across UK, Paris, Dubai and oxford she is very well established and is enjoying her position and life as she travels a lot and gets to meet new people in different new environments.
After the panels introduced them selves there were a few questions asked such as : what was the best memory you have had the Bucks New University and many of the graduated students answered the student life was amazing, being independent, the social life going out and about, meeting new people in a relaxed and friendly environment, being able to develop new skills and lastly to having time to explore as much as they could.
Has unemployment had an affect on you and how did you get through it many students said yes because there is too much competition now which has made it harder but the best thing to do is to sell your self more work harder, show your skills, people now are more likely to employee someone they know and have herd of so it best to make lots of contacts, to be positive and fight for it, gain as much experiences as you can, make sure you know something about the industry students said nothing it easy but you do need to try your best and the best thing to do is to take an undergraduate scheme which will help you and will give more open opportunity.
How has recession had an affect? it mainly had an affect on all the managers who are constantly worrying but the best thing is to watch what you are doing, service your client well work hard , look are budgets regularly, measure what you have to do.
Sunday 24 January 2010
Sunday 17 January 2010
Leadership and Management
Management involves getting things done through other people for the achievement of organisations goals. Leadership, at its best, means inspiring staff to achieve demanding goals. According to Peter Drucker, a manager does things right a leader does the right thing.
Leadership is a process where by an individual influences the group towards the attainment of desired group or organisation. Leaders may be formal or informal. A formal leader may be appointed or may have been given intuitional legitimacy.
Informal leaders may emerge because of their length of service, specialised knowledge or skills, the fact that they may be very participate in group problem solving or they maybe at the centre of the communication.
Management is a process, which controls and solves problems within an organisation they have a budget and plans that help them to co-ordinate; they organise things and encourage order and predictability.
Robert Blake formed a Managerial Grid and Jane Mouton as they concluded that there are many behaviours and motivations in the middle of the X and Y theory of Douglas McGregor, Blake and Mouton therefore found that a management behaviour model with three axes (Concern for production, Concern for people, Motivation) was a more precise demonstration of reality. The Managerial grid is a matrix model of management instead of concentrating on autocratic versus democratic styles,
The grid measures a mangers concern for people/ process and concern for production/tasks.
The two main dimensions covered by the grid are:
Ø Concern for production- this is when you are more concern on getting the task done
Ø Concern for people- this is concern for the team processes.
The results are plotted on a nine-position grid, placing concern for the process on the vertical axis and concern for the task on the horizontal axis.
9.9-Ideal style, deep concern for people and clear concern for people (Team)
9.1-Too concerned with production, which creates a low moral, there is total concentrate on achieving results, people are virtually ignored.
1.1-No concern for people or task manger is lazy
5.5- Shows some concern for people and task adequate performances between people
v Country club is too concerned with people and gets very little done
v Task is too concerned with production and creates an atmosphere of low morale
v Impoverished has no concern for people or output
v Middle of the road shows some concern for people and some concern for production
The Grid can be used for analysing or coaching a manager, for relation’s skills such as dealing with critique, initiative, decisions making, conflict, resolution and also to express ideas as well as seeking information.
Working within House of Fraser I came across many different employees who had a variety of diverse leadership skills which had an influences on the organisation and therefore I felt that the person who had a strong leadership role was my manager this was because on the Management Grid I felt that she was in the middle of the road (5, 5) this is because she was concerned for the job being done as well as for the people in our team, she was equal to both. Therefore the leadership style that they would be is Democratic leader this is because
q Her leadership role Improved job satisfaction and this was shown when employees provided good services, which was very successful.
q Decisions making was more informed and everyone knew what to do and what job role and responsibilities to carryout.
q It built better relations between the leader and group members.
q We produce high quality and high quantity work
q Allowed us to establish goals
q It encouraged us to work harder as we were recognized.
I feel that if my manager was not a Democratic leader then we would have had many problems or example Decision making would be slow for example when deciding on things it would take longer, unable to give ideas or suggestions. Employees may be unhappy and it will reflect the working environment as this will lead to de-motivated staff if my manager was Autocratic, being a Laissez-faire leader would mean A lack of direction from the leader could cause people to work at cross purposes and Group members often do not realise the amount of work involved in leading the group and may feel a lack of respect for the leader. Informal leaders may emerge, creating disharmony.
Below are a few Leadership theorists that I have looked at
Trait theory
Theorists have identified various traits or qualities that they think makes a leader effective such as Davis 1972 identified four general traits related to leadership success.
Intelligence –This is when leaders have a slightly higher level of general intelligence than their followers.
Social maturity- Leader has self-assurances, is mature and is able to handle a wide variety of social situations.
Achievement drive- Leaders have a strong drive to get things done.
Human related attitudes-
Charles Handy
Charles Handy also identified three traits such as these:
· Intelligences- they are above average but not of genius status. Leaders are good at solving complex and abstract problems.
· Initiative-Leaders should have independence and inventiveness. The capacity to perceive a need for action and then do it.
· Self Assurances- Self confidences and belief in them selves
Charles Handy also talked about the ‘Helicopter factor’ – This is the ability to rise above a situation and develop a clear overview.
The way in which manager’s deal with their employees is known as their management style For example some managers are strict with workers and they always expect deadlines to be met and targets to be hit, others are more relaxed and understanding for example if a deadline or task has not been completed they will allow the employee more time. There styles can be categorised under these headings:
© Autocratic- these managers keep most of the authority to themselves; they do not delegate much or share information with employees. Autocratic managers tend to tell employees what to do. They give orders with no opportunity for employees to be involved in the decision making process. This type of leadership style can cause frustration because it stifles people’s initiative and relies the qualities of the leader to work successfully. The communication for this style is top down.
© Democratic- these managers take the views of their subordinates into account when making decisions. This type of leaders believes in consulting employees and allowing them to share in decision-making. It takes much longer to come to a final decision and can lead to the undermining of management control. The leader supports decisions making. There is a multi-Channel flow of communication; the leader and team jointly praise success behaviour that meets team requirements.
© Paternalistic- these managers believe he or she knows what is best for the employees. They tend to tell employees what to do but will often explain their decisions. They are also concerned about social needs of employees.
© Lasissez-faire- these leaders set clear objectives for subordinates and then allow them within very parameters, the freedom and responsibility to achieve the objectives. This style of leadership motivates enthusiastic workers but its success is dependent upon the competences and integrity of employees.
© Bureaucratic- Leaders manage by acting in accordance’s with the ‘rule book’ there is usually little opportunity for workers and flexibility but what is expected of them is always clear and consistent.
Ashridge Studies
Ashridge Studies identified four broad management styles and they were: Tells, Sells, Consults and Joins.
Ø Tells is when the manager makes all the decisions and issues instructions which must be obeyed without question
Ø Sells is when the managers makes all the decisions but explains them to subordinates, and attempts to motivate subordinates to carry them out willingly.
Ø Consults is when the manager confers with subordinates and takes their views and feelings into account, but retains the right to make the final decisions.
Ø Joins this is when leader and follower make the decisions together, on the basis of consensus or compromise and agreement.
One of the leaders that I have looked at is Mother Terser this is mainly because she had the courage and strength to do things other couldn’t, she had a huge impact on a lot of large people such as the presidents and even down to young children as she was not afraid to live a life of drastic poverty and service also made the world to do the same she left leave her religious order to serve the poor. She lived a simple life but yet made a huge impact on everyone and gave away her self to help take care of the sick and the dying, finding homes for abandoned children, defending the poor, the unwanted.
http://www.telegraph.co.uk/culture/3603329/Mother-was-my-role-model.html
From the article above you can see that even today people look up to Mother Teresa this is because of her good work in life and the love and commitment she showed such as giving up her life to serve the community which has lead others to follow and respect to the highest.
I have come to a conclusion that leaders can have an effect on people and their behavior towards one and other and also there are a few advantages and disadvantages of the Managerial Grid are that it makes the various leadership styles measurable; using the model makes it easier to openly discuss behaviour and improvement actions.
The disadvantages of the grid are that there are more dimensions of leadership that can be relevant; it also neglects the significances of the internal and external constraints and situations.
Leadership is a process where by an individual influences the group towards the attainment of desired group or organisation. Leaders may be formal or informal. A formal leader may be appointed or may have been given intuitional legitimacy.
Informal leaders may emerge because of their length of service, specialised knowledge or skills, the fact that they may be very participate in group problem solving or they maybe at the centre of the communication.
Management is a process, which controls and solves problems within an organisation they have a budget and plans that help them to co-ordinate; they organise things and encourage order and predictability.
Robert Blake formed a Managerial Grid and Jane Mouton as they concluded that there are many behaviours and motivations in the middle of the X and Y theory of Douglas McGregor, Blake and Mouton therefore found that a management behaviour model with three axes (Concern for production, Concern for people, Motivation) was a more precise demonstration of reality. The Managerial grid is a matrix model of management instead of concentrating on autocratic versus democratic styles,
The grid measures a mangers concern for people/ process and concern for production/tasks.
The two main dimensions covered by the grid are:
Ø Concern for production- this is when you are more concern on getting the task done
Ø Concern for people- this is concern for the team processes.
The results are plotted on a nine-position grid, placing concern for the process on the vertical axis and concern for the task on the horizontal axis.
9.9-Ideal style, deep concern for people and clear concern for people (Team)
9.1-Too concerned with production, which creates a low moral, there is total concentrate on achieving results, people are virtually ignored.
1.1-No concern for people or task manger is lazy
5.5- Shows some concern for people and task adequate performances between people
v Country club is too concerned with people and gets very little done
v Task is too concerned with production and creates an atmosphere of low morale
v Impoverished has no concern for people or output
v Middle of the road shows some concern for people and some concern for production
The Grid can be used for analysing or coaching a manager, for relation’s skills such as dealing with critique, initiative, decisions making, conflict, resolution and also to express ideas as well as seeking information.
Working within House of Fraser I came across many different employees who had a variety of diverse leadership skills which had an influences on the organisation and therefore I felt that the person who had a strong leadership role was my manager this was because on the Management Grid I felt that she was in the middle of the road (5, 5) this is because she was concerned for the job being done as well as for the people in our team, she was equal to both. Therefore the leadership style that they would be is Democratic leader this is because
q Her leadership role Improved job satisfaction and this was shown when employees provided good services, which was very successful.
q Decisions making was more informed and everyone knew what to do and what job role and responsibilities to carryout.
q It built better relations between the leader and group members.
q We produce high quality and high quantity work
q Allowed us to establish goals
q It encouraged us to work harder as we were recognized.
I feel that if my manager was not a Democratic leader then we would have had many problems or example Decision making would be slow for example when deciding on things it would take longer, unable to give ideas or suggestions. Employees may be unhappy and it will reflect the working environment as this will lead to de-motivated staff if my manager was Autocratic, being a Laissez-faire leader would mean A lack of direction from the leader could cause people to work at cross purposes and Group members often do not realise the amount of work involved in leading the group and may feel a lack of respect for the leader. Informal leaders may emerge, creating disharmony.
Below are a few Leadership theorists that I have looked at
Trait theory
Theorists have identified various traits or qualities that they think makes a leader effective such as Davis 1972 identified four general traits related to leadership success.
Intelligence –This is when leaders have a slightly higher level of general intelligence than their followers.
Social maturity- Leader has self-assurances, is mature and is able to handle a wide variety of social situations.
Achievement drive- Leaders have a strong drive to get things done.
Human related attitudes-
Charles Handy
Charles Handy also identified three traits such as these:
· Intelligences- they are above average but not of genius status. Leaders are good at solving complex and abstract problems.
· Initiative-Leaders should have independence and inventiveness. The capacity to perceive a need for action and then do it.
· Self Assurances- Self confidences and belief in them selves
Charles Handy also talked about the ‘Helicopter factor’ – This is the ability to rise above a situation and develop a clear overview.
The way in which manager’s deal with their employees is known as their management style For example some managers are strict with workers and they always expect deadlines to be met and targets to be hit, others are more relaxed and understanding for example if a deadline or task has not been completed they will allow the employee more time. There styles can be categorised under these headings:
© Autocratic- these managers keep most of the authority to themselves; they do not delegate much or share information with employees. Autocratic managers tend to tell employees what to do. They give orders with no opportunity for employees to be involved in the decision making process. This type of leadership style can cause frustration because it stifles people’s initiative and relies the qualities of the leader to work successfully. The communication for this style is top down.
© Democratic- these managers take the views of their subordinates into account when making decisions. This type of leaders believes in consulting employees and allowing them to share in decision-making. It takes much longer to come to a final decision and can lead to the undermining of management control. The leader supports decisions making. There is a multi-Channel flow of communication; the leader and team jointly praise success behaviour that meets team requirements.
© Paternalistic- these managers believe he or she knows what is best for the employees. They tend to tell employees what to do but will often explain their decisions. They are also concerned about social needs of employees.
© Lasissez-faire- these leaders set clear objectives for subordinates and then allow them within very parameters, the freedom and responsibility to achieve the objectives. This style of leadership motivates enthusiastic workers but its success is dependent upon the competences and integrity of employees.
© Bureaucratic- Leaders manage by acting in accordance’s with the ‘rule book’ there is usually little opportunity for workers and flexibility but what is expected of them is always clear and consistent.
Ashridge Studies
Ashridge Studies identified four broad management styles and they were: Tells, Sells, Consults and Joins.
Ø Tells is when the manager makes all the decisions and issues instructions which must be obeyed without question
Ø Sells is when the managers makes all the decisions but explains them to subordinates, and attempts to motivate subordinates to carry them out willingly.
Ø Consults is when the manager confers with subordinates and takes their views and feelings into account, but retains the right to make the final decisions.
Ø Joins this is when leader and follower make the decisions together, on the basis of consensus or compromise and agreement.
One of the leaders that I have looked at is Mother Terser this is mainly because she had the courage and strength to do things other couldn’t, she had a huge impact on a lot of large people such as the presidents and even down to young children as she was not afraid to live a life of drastic poverty and service also made the world to do the same she left leave her religious order to serve the poor. She lived a simple life but yet made a huge impact on everyone and gave away her self to help take care of the sick and the dying, finding homes for abandoned children, defending the poor, the unwanted.
http://www.telegraph.co.uk/culture/3603329/Mother-was-my-role-model.html
From the article above you can see that even today people look up to Mother Teresa this is because of her good work in life and the love and commitment she showed such as giving up her life to serve the community which has lead others to follow and respect to the highest.
I have come to a conclusion that leaders can have an effect on people and their behavior towards one and other and also there are a few advantages and disadvantages of the Managerial Grid are that it makes the various leadership styles measurable; using the model makes it easier to openly discuss behaviour and improvement actions.
The disadvantages of the grid are that there are more dimensions of leadership that can be relevant; it also neglects the significances of the internal and external constraints and situations.
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