Transcript Management

Strengthening management
of service delivery
12th June 2012
Leadership and management
• Managers think incrementally, leaders
think radically
• Leadership attracts loyalty
• Managers know how things work
• Leadership is a facet of management
• Leadership qualities may emerge from
non-managers
Being a manager
• The responsibilities of management
• Some theories of management styles
• Considering your own management
style
• Exploring what has made you the
manager you are
Being a manager
• The manager and the team
• Boundaries of management
• The management role internally
• The management role externally
The management role
Think about incidents recently when
you have had to ‘behave as a
manager’….
The management role
In pairs consider:
• Why did the situation call upon you to
‘behave as a manager’?
• What was challenging about the
situation?
• What was satisfying about the
situation?
The management role
Some reflections…
• What can managers do that other
staff cannot?
• What can managers not do that other
staff can?
Some management styles
“Just tell ‘em!”….
“What do you think?”
McGregor’s theory X and Y
• Theory X: top down, based on the
assumption that people prefer to be
directed, are unambitious and want
security.
• Theory Y: bottom up, based on the
assumption that people are self
directing and willing to take
responsibility.
Tannenbaum and Schmidt
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The manager decides and announces
The manager decides and sells
The manager decides and invites questions
The manager proposes
The manager proposes and consults
The manager asks the team to decide within
parameters
• The manager asks the team to decide
Tannenbaum and Schmidt
• announce
Top down
• persuade
• consult
• delegate
Bottom up
Effective management
• Think about managers that you have
respected
• What are the features that have
commanded your respect?
• Which of these are skills, which are
attitudes?
Your preferred style
• Identify and consider your ‘preferred’
management style
• What aspects of management would
you like to work on?
Conditions that affect
management style
• Age
• Formal education
• The business we are in
• Role models
• Experience
• Personality (e.g. attitude to risk,
tolerance of uncertainty)
Your management tree
• Buds – hopes for the future
• Fruit - achievements
• Flowers - strengths
• Leaves – information and knowledge
• Branches – adult experiences
• Trunk – family and childhood
• Roots – innate preferences
Next time
• The manager and the team
• Boundaries of management
• The management role internally
• The management role externally
Management training
www.albanetwork.co.uk
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