level 3 unit 1 - corndel.com · the corndel business school management diploma: level 3 - unit1...

Level 3 Unit 1

Personal Developmentas a Manager

The Corndel Leadershipand Management Diploma

www.corndel.co.uk

The Corndel Business School Management Diploma: LEVEL 3 - UNIT1

Contents

Chapter 1: Organisational alignment and SMART objectives 05

Chapter 2: The Personal Development Plan 11

Chapter 3: Personal SWOT 17

Chapter 4: Learning Styles 25

Chapter 5: Time Management 29

Chapter 6: Work planning and flexibility 35

Chapter 7: Leadership Styles 39

Chapter 8: Team working & building good relationships 43

Chapter 9: Feedback 49

Chapter 10: Appraisals 55

Chapter 11: Team Welfare 59

Chapter 12: Risk Assessments 65

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4

Chapter 1Organisational alignment

and SMART objectives

Working together on our departmental objectives helps achieve our company’s objectives

5


What is organisational alignment and how does it help me to set my own SMART objectives?

An objective describes what an individual, team or organisation is hoping to achieve. Objectives help give you direction and purpose, so it’s important to get them right!

Let’s start from the top. Every organisation has a mission statement. This tells you what the main purpose of your company is: its reason for being. For example, let’s imagine Phone King has the mission statement: “To offer affordable, high quality mobile phones”.

The vision statement is connected to this and provides the ‘dream’ state of your organisation in the future. In our example, Phone King has the vision statement “To be the most profitable mobile phone company in the UK by 2025”.

PHONE KING

‘To offer affordable, high quality mobile phones’

Mission statement //

www.phoneking.co.uk

Chapter 1: Organisational alignment and SMART objectives

6


Phone King then sets its organisational objectives so that it can achieve this vision statement. The management of the company meets and decides that one of their organisational objectives will be “to increase profit by 10% year-on-year, whilst maintaining our high-quality product.”

www.phoneking.co.uk

PHONE KING

‘To be the most profitablemobile phone company inthe UK by 2025’

Vision statement //


7

Mission statementMain purpose of company,reasons for being

Dream state of company in the future

Set to achieve vision statement

Make organisational objectivesmore relevant / Give more detail

Resolve all customer queries within three working days

Vision statement

Organisational objectives

Departmental objectives

Individual objective


Below these, are the objectives of your department, your departmental objectives. These are set by your department’s manager and make organisational objectives relevant to your area of the business, by providing more detail.

It is important for you to know your organisation’s mission and vision statements, as well as its organisational and departmental objectives, because these help you to set your own individual objectives.


Missionstatement

Visionstatement

Organisationalobjectives

Departmentalobjectives

Individual Objectives

Motivation Productivity

Individualobjectives

8

PHONE KING

‘To increase profits by 10%year on year whilst maintainingour high- quality product’

Organisational objectives //

www.phoneking.co.uk


Your company takes time to ensure all of these objectives are connected, and this is called “organisational alignment”. Your business achieves organisational alignment by putting a lot of effort into communicating what their objectives are, to you.

They do this through talking to your line manager, feedback and appraisals. It is essential that you, as an employee, see that the purpose of things such as appraisals is to get everybody working together, otherwise they might just become a box-ticking exercise and a waste of time.

Organisational alignment is about every employee having a clear idea of how their work contributes to your organisation’s vision. If you see how you fit into your organisation, you will feel more valued, leading to higher levels of motivation and productivity.

For example. Ben is warehouse manager at Phone King in Hull, and is having an appraisal with his manager to discuss his own individual objectives. He does this by first talking about the departmental objectives of the warehouse, as well as the organisational objectives of Phone King. For his own objectives to be effective, he must make sure they are aligned with those of his department, and of the whole organisation.


9

Manager Employee

Individual Objectives

SMART Objectives

Specific

Measureable

Achieveable

Relevant

Time-bound

0Jan Feb Mar

10


He does this by making sure they are SMART when he sets them with his line manager. For his objectives to be SMART, they need to be specific, measureable, achievable, relevant and time-bound. So, your individual objectives need to be both aligned with you organisation’s objectives and SMART.

Ben and his line manager decide that one of his new SMART objectives is, “to cut costs at Phone King Hull, by 10% by the end of next year, by finding new suppliers.” Ben’s individual objective is nicely aligned with his company’s organisational objectives and vision statement because it helps to achieve the goal of increasing profit.

His objective is specific because it uses a percentage, and it is measurable, as costs are always measured by the finance department. As his costs fell by 5% last year, a 10% target this year seems achievable. It is also relevant because it helps Phone King meet its organisational objective of increasing profits by 10% year-on-year. Lastly, it is time-bound because it includes a deadline, the end of next year. He has created a SMART objective!

My goal is increasing

profit by 10%


10

Specific

SMeasurable

MAchievable

ARelevant

RTime-bound

T

Chapter 2The Personal Development Plan

Personal Development Plan1. Short-term goals2. Medium-term goals3. Long-term goals

TrainingcoursesPromotion

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What is a personal development plan and how can it help me? Well, let’s start with breaking down the terms. Firstly, it’s personal. This means it relates to you, to your ambitions and to your goals. So in order to create a personal development plan that works for you, you’re going to need to think about what you want to achieve. These goals could be short-term, as in over the coming weeks or months, medium-term say six months to a year, or long-term such as in the next five years.

Secondly, a personal development plan or PDP, is about development. Where do you need to develop? What skills or knowledge do you need to gain in order to reach those goals you’ve been thinking about? How could you be better at your job, and are there areas of your work that you need to strengthen and become more competent in? Importantly, how do you identify what your development needs are?

Chapter 2: The Personal Development Plan

In the comingweeks

6 months toa year

next5 years

Long-termgoals

Medium-termgoals

Short-termgoals

Developing my personaldevelopment plan will

help me achievemy goals

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As your manager I can help by giving

you feedback


You can start by asking your line manager or colleagues for feedback. Then, you should set aside some time for personal reflection and self-assessment to help you to consider what direction your personal development plan should take.

Once you’ve got an idea of where you want to go and what you need to develop in order to get there, you can start creating your plan. Construct a table with five columns. The headings are:

What are my development objectives?

What activities do i need to do to achieve these objectives?

What support and resources do I need in order to achieve them?

When do I want to have reached my objectives?

Did I achieve the objective, and if not why not?


13


Once you have your table set out, it’s time to write your first development objective.

Now, whilst you may have set yourself the long-term goal of getting promoted, its much more helpful to break that goal down into smaller more, achievable development objectives. These objectives need to be SMART as in specific, measurable, achievable, relevant and time bound.

So, for example, instead of setting the vague goal of promotion one day, you may have identified a specific opportunity at your workplace. Let’s say the business has won a lucrative new client, we’ll call them Bigbux Ltd, and will be looking for someone to manage the account in six months time.

This is something you feel you could do. However, you’ve identified, by doing the self-reflection exercise, that you don’t currently have good enough skills in resource planning or experience of working with big clients. Therefore your specific goals are to gain resource planning skills and experience of working with high-value clients. So you’d write these as your first two objectives in the first column. To achieve these objectives, you arrange to study a resource planning course and to shadow your colleague, Yvonne, who’s responsible for high-value-client-account management. That means you’ll need time to study and the agreement of Yvonne and your line manager.


1

2

Courses

Trainee Manager

Deputy Manager

DeMM

er

DeDy MMM

Supervisorjob?

Speak to

Manager

PromotionArrangecourseGoals

14

BigLuxLIMITED


Now set realistic target dates for when you want to have met these objectives so that you can apply for the new role. Through creating SMART objectives for your plan you will have a list of achievable goals that are personal to you, and against which you can ask yourself ‘How am I progressing?’

So now it’s time to write your own personal development plan. List your objectives and check that they fit the SMART criteria. Identify what opportunities are out there that will help you meet those objectives. What learning and development opportunities have you seen that you think could help you achieve your personal development plan? They could be anything from a particular training course that you need to attend or work-based activities such as mentoring or shadowing a colleague.


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Manager Employee

CourseStart date

CourseEnd date

Promotionapplication

January 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

February 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 28

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April 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30

CourseStart date

To do list

Start new course

Submit coursework

Complete course

Submit application

for promotion

4

15


Whatever the activity is, it’s a good idea to get it down into your plan. This way you are clear about what actions you need to take, and how they will help you to achieve your development objectives.

Finally, don’t forget to come back to your plan at regular intervals, to check how you are progressing. This should be at least every three months. You should ask yourself, ‘What have I achieved so far?’. This time will also allow you to note down if there has been anything that has prevented you from following your plan, or if your development needs have changed.

It’s important to remember that this is your plan, its about your development and your career so the more you keep on top of it, the closer you are to achieving your goals. And one day you will get that promotion!

January 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

February 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 28

March 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

April 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30

Submitapplication

To do list

Start new course

Submit coursework

Complete course

Submit application

for promotion

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January February 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 28

March 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

April 1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30

CourseEnd date

To do list

Start new course

Submit coursework

Complete course

Submit application

for promotion

5

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Chapter 3Personal SWOT

Identifying and

analysing my personal

SWOT helps my career

development

Strengths

S

Weaknesses

W

Opportunities

O

Threats

T

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What is a personal SWOT? You may have heard the term SWOT before but how can this useful tool help you develop your career? Well, let’s start with what the term SWOT stands for. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. When we apply this to your personal development the focus is on you and your career. What are your strengths, weaknesses, opportunities and threats, and how do they affect your development and progress?

A SWOT is typically set out as a simple two-by-two grid with one heading at the top of each section. When looking at each area you should ask yourself a series of questions that will help build up a picture of what’s working well, what may need improvement and what to look out for that may have a positive or negative impact on you.

Chapter 3: Personal SWOT

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Strengths

Weaknesses

Opportunities

Threats

S

W

O

T


It’s also a good idea to do a bit of background research before you start. Have a look through any past performance reviews, ask colleagues for feedback about you and your work, and refresh your memory of your achievements at work by looking through your CV.

When you’re ready, start with looking at your strengths. Simply ask yourself, ‘What are my strengths?’, ‘What do I do better than my colleagues?’, ‘Do I have any specialist knowledge, skills or qualifications?’ and ‘What do other people think I do better than anyone else?’ For example, Fred is the go-to person on the team when trying to get the best price from suppliers, and when documents need proof-reading. This would suggest he has good negotiating skills and eye for attention-to-detail.


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TheoristsReads instructions thoroughlyFollows instructionsto the letter

StrengthsS WeaknessesW

OpportunitiesO ThreatsT


I

Now let’s examine what your weaknesses may be. Ask yourself, ‘What’s been holding me back or limiting my progress?’, ‘Are there any gaps in my skills, knowledge or experience?’ ‘Are there particular tasks that I avoid doing because maybe I don’t feel very confident doing them?’.

For example, Fred often stays quiet during meetings about the budget as he’s never felt very confident reading spreadsheets. He knows this is something he’ll have to address if he wants to progress in the organisation. He also has a bad habit of arriving late into work and although he stays behind later to catch up his line manager has had to pull him up on it.


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Strengths

What are my strengths?

What do I do better than my colleagues?

Do I have a specialist knowledge,skills of qualifications?

What do other prople think I do betterthan anyone else?

SAttentionto detail

Goodnegotiating

skills

What’s beenholding me back

or limiting myprogress?

Resolving myskills gap to progress in my career!


The ‘O’ in SWOT stands for opportunities, so ask yourself ‘Are there any upcoming opportunities, such as vacancies or shifts within the organisation, that I might wish to take advantage of?’. ‘Could I use one of my strengths or eliminate one of my weaknesses?’ ‘Is my organisation or industry growing?’ For example, Fred has become aware of a marketing vacancy in the Paris branch of the organisation. Although he’s never used it at work he actually speaks fairly fluent French and has always wanted to work in marketing. The vacancy requires good attention-to-detail, something he identified as a strength earlier in his SWOT analysis.


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Poor time-keeping, arriving to worklate which causes stress with my line manager

I struggle with understanding spreadheets

I need to bemore punctual

WeaknessesW

Is my organisation or industry growing?

...Opportunities?

Opportunities


Finally, have look for any threats, the ‘T’ in SWOT, that could harm your career. These could be changes in the organisation or industry, or potential upcoming problems that may negatively affect your position. Ask yourself, ‘What is standing in between me and my goals?’, ‘What problems could my weaknesses cause if I don’t get a handle on them?’, ‘Are there any obvious obstacles in my way? and ‘How am I going to minimise these threats?’

For example, Fred knows of two other people in the organisation going for the marketing vacancy in Paris, both have a background in finance. He will have to address his fear of spreadsheets before applying as he knows these other candidates will be stronger than him in this area. By identifying the threats you are in a position to deal with them.


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Are there any obviousobstacles in

my way?

What is standingin between me and

my goals?’

SWOT ListStrengths

Weaknesses

Opportunities

Threats


Through the process of completing your personal SWOT you’ll be able to organise your thoughts and consider what direction your personal development plan should take.

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Strengths

Good negotiating skills

Attention to details

Needs more confidence in meetings

Lack of experiencein spreadsheets

Sometimes late

Paris marketing job Address my lack of experience with financial spreadsheets by attending the ‘spreadsheet expert’ course

S Weaknessesw

OpportunitiesO ThreatsT

My personalSWOT has helpedme assess whatI need to do in

order to progressin my career


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