...Management Performance. Understanding the specific responsibilities of middle managers in enabling an organisation to achieve its goals. AC 1.1 Describe the Goals and Objectives of your organisation. We have both Goals and Objectives at multiple levels throughout the Cromwell Group. From a company point of view the ultimate Objective is to reach the target of “£600m by 2020.” The Goal of the company is “Our goal is to help you reach yours”. The objective is to a degree a SMART objective if you break it down however there are points that do not conform: Specific – Yes £600 Million is a specific value Measurable – The statement is measurable as we are currently at £297 million the difference between the 2 figures can be calculated. Achievable – We could achieve the £600 however not in our current state. We have a lack of space, technology and understanding of the way forward due to some values held by the owner. Realistic – In our current state without a major investment from the business or without an acquisition it is not realistic. Time-bound – With a target date in place yes it is time-bound. In summary without an investment from the company in a number of areas namely Technology we will not be able to move closer to that magical figure of £600 million. We continue to strive to be the best in our area however we are struggling with issues that a number of other logistics companies have overcome many years ago. The Goal itself is very much a “Vision” it states that...
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...Title Page Assignment Title Specific elements of essay: * Describe the Goals & objectives of my organisation * Understand the specific responsibilities of middle management in enabling an organisation to achieve its goals Gareth Lewis Date: 12 June 2013 Birth: 08/03/1956 Phone: 01656 773163 Email: gareth@lewis453.orangehome.co.uk Page 2 This assignment has been produced to provide evidence of my organisations goals & objectives, the evidence provided gives clear distinction between the goals & objectives of my organisation. The essay also includes essays on how my organisation shall meet its objectives & goals, and the specific responsibilities of middle managers in enabling my organisation to achieve its goals. There are sections describing the differences between goals & objectives and the different role in relation to Leaders and managers Page 3 Introduction I am the Site Manager for the Princess of Wales Sterile Services department; I have worked in Sterile Services for 27 years and have progressed through nearly every role prior to becoming Manager. My responsibilities are to provide a Sterilization of instrumentation service to firstly Main Theatres within the Princess of Wales Hospital and Neath Port Talbot Hospital and to all NHS services who require re-process of surgical instruments for safe patient use. This role requires me to have knowledge of all aspects of the decontamination re-process of surgical instruments...
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...Learning Outcome / Section 1: Understand the specific responsibilities of middle managers in enabling an organisation to achieve its goals AC 1.1 Describe the goals and objectives of your organisation In order for me to describe the goals and objectives of my organisation I need to understand the difference between the two. Goals are generally long term intentions or aims that hopefully can be achieved Goals within my organisation look at where we would continue to strive towards. They are long term aims. They are stated in our professional development plan stating:- (Appendix 1) Excellent Welsh medium education Every pupil to achieve their potential Effective partnerships across all Welsh medium education stakeholders Leading educational strategies Every member of staff to achieve their potential Objectives are usually means of how goals can be achieved. Objectives are concrete steps to be able to measure success and progress. To reach these goals, personal objectives are set to help achieve what the organisations long term goals. The objectives act as a role for each person to understand how they can help achieve the organisations goals. In order to achieve the goal:- “Every member of staff to achieve their potential” The school have put in long term objectives. Examples of these objectives in the school development plan are to; ensure high standards in classroom, every teacher to have the opportunity to achieve their potential in the classroom...
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...management performance 1.1 Describe the goals and objectives of your organisation Every organisation that wishes to accomplish something has to set both aims and objectives. An aim is an expression of a long term purpose or goal which should take the organisation forward and give direction. Goals are general in nature and are more about everything that may be accomplished on that journey rather than just about reaching the final desired distant point. Objectives are the series of steps needed to achieve the goal. Objectives are more specific and can be short or long term. To be effective objectives need to be SMART. * Specific - Say who, what where how * Measurable - Say when, how many * Attainable - Are something your group can do * Realistic - Capable of being achieved * Time-bound - Can get done within a time limit. (As cited in the ILM Booklet 1.) The two concepts of goals and objectives are separate but related. My interpretation of the relationship between goals and objectives is that goals without objectives can never be accomplished while objectives without goals will never get you to where you want to be. The Vision for the direction of the Comprehensive School is set out using a strategic approach in the School Improvement Plan (SIP). Although the terminology used within the plan does not use the terms ‘goals’ and ‘objectives’ the purpose is the same with strategic intentions ( or long term goals) broken down into themes. Each theme...
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...WORK BASED ASSIGNMENT VANDA DE FREITAS THE ORGANISATION IN RELATION TO ITS PURPOSE AND ITS STAKEHOLDERS Identify your organisation and describe its purpose England has two different patterns of local government in use. In some areas there is a county council responsible for services such as education, waste management and strategic planning within a county, with several district councils responsible for services such as housing, waste collection and local planning. These councils are elected in separate elections. Some areas have only one level of local government, and these are dubbed unitary authorities. Blackpool Council, the organisation that I work for, is a unitary local authority. Blackpool is situated along England's west coast by the Irish Sea, and has a population of 142,900, making it the third most populated settlement in North West England, with a population density which makes it the fourth most densely populated district of England and Wales outside Greater London. (Wikipedia, 2011). Local councils are funded by a combination of central government grants, Council Tax (a locally set tax based on house value), Business Rates, and fees and charges from certain services including decriminalised parking enforcement. They exist to meet the needs of the local population by developing and controlling statutory services and developing additional services to meet the specific needs of the area. Every council must publish a 'forward work plan' listing when key decisions...
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...destruction of other key industries basic to military strength. This included the removal or destruction of all industrial plants and equipment in the Ruhr area.[1] In occupied Germany, the thinking behind the Morgenthau plan was at first reflected in the U.S. occupation directiveJCS 1067[2][3] and in the Allied Industrial plans for Germany aimed at "industrial disarmament".[3] Compared with the Morgenthau Plan, however, JCS 1067 contained a number of deliberate "loopholes", limiting any action to short-term military measures and preventing large-scale destruction of mines and industrial plant, giving wide-ranging discretion to the military governor and Morgenthau's opponents at the War Department.[4][5] JCS 1067 was later replaced by JCS 1779, which aimed at restoring a "stable and productive Germany" and was soon followed by the Marshall Plan.[4][6] The contemporary historical assessment is that the Morgenthau Plan was of no significance for later occupation and policy in Germany, but that Nazi propaganda on the subject had a lasting effect and that it is still used for propaganda purposes by extreme right-wing organizations.[7][8] ANS 3 Formal organization A formal organization refers to the structure of well defined jobs, each bearing a definite measure of authority, responsibility and accountability. Thus, a formal organization is created through the co-ordination of efforts ofvarious individuals. Every member is responsible for the performance...
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...application of the theoretical model ‘Expectancy Theory’ can be used to predict and diagnose the motivation of Middle Mangers, more specifically, Andrew, in working for the organisation; and the ramifications of these motivational reactions. In essence, by understanding the strength of desire for a particular outcome and the probability of achieving this, helps individuals to gain a subjective view of effort linked to outcome, to adjust motivation and behaviour towards work-related goals. Expectancy theory identifies three elements, allowing an employee to understand the links between effort, performance and outcomes. The first stage, effort to performance, was demonstrated to be highly successful for Andrew. A person with high effort-performance expectancy will be more motivated to perform. (Wilson, 2010, p.133) An increased amount of effort is linked to higher levels of performance, where an individual will choose the level of effort based upon their estimates of the desired outcome linked to that effort. The opportunity for achievement and the responsibility and scope for individual advancement set out by David, as well as the desirability to gain a high income for his ‘life plans’ were the major factors that motivated Andrew to pursue the level of effort he displayed. Andrew was lead to believe by David that ‘if he performed well in his six months as assistant manager, he would step directly into the Graduate Management Program.’ As well as this, Andrew displayed positive...
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...Table of Contents: Table of Contents: 1 Performance Management at Siemens 2 Introduction: 2 Analysis of Siemens current situation: 3 Task 1 4 Setting Performance Targets of Team to Meet Strategic Objectives 4 1.1 Evaluating Tools and Techniques Available To Set Team , Performance Targets: 4 1.2 Assessing the value of team performance tools to measure future , team performance: 5 1.3 Assessing the Link between Team Performance and Strategic Objectives: 6 Task 2 6 Agreeing team performance targets to contribute in meeting strategic objectives 6 2.1Need to encourage individual commitment to team performance in achieving organisational objectives: 6 2.2 Evaluating team performance plan evaluation in meeting organisational objectives: 8 2.3 Relating the application of delegation, mentoring and coaching to the achievement of the organisational objectives: 8 2.4 Required performance targets within teams against current performance: 9 Task 3 9 Monitoring actions and activities defined to improve team performance 9 3.1 Evaluation of team performance against agreed objectives of the plan: 9 3.2 Evaluating the impact of team performance in contributing to meeting strategic objectives: 10 3.3 Assessing the process for monitoring team performance and initiating changes: 11 Task 4 12 Contribution of influence and persuasion to...
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...Word count: 3,750 Content Page Introduction 11 1.1a Compare and contrast different organisational structure 11 to 14 1.1b Fords organisational structure 1.1c Google’s organisational structure 12 1.1d Comparing organisational structures 1.1e Compare and contrast different organisational culture 13 1.1f Ford’s organisational culture 1.1g Google’s organisational culture 1.1h Comparing the organisational culture 14 1.2a Relationship between organisational structure and culture 14 1.2b Impact on the performance of a business 1.3 Factors that influence behaviour at work 15 2.1a Effectiveness of different leadership styles 15 to 16 2.1b Ford’s leadership style 2.1c Google’s leadership style 2.1d Comparing leadership styles 16 2.2 Organisational theory 16 2.3a Different approaches to management 17 to 18 2.3b Ford’s management approach 2.3c Implications of Ford’s management approach on Martin Air Con 2.3d Google’s management approach 2.3e Implications of Google’s management approach on Martin Air Con 18 3.1 Different leadership styles and...
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...Managing Improvement Understand the Effectiveness of the Organisation and own Ability to Manage and Improve Quality to Meet Customer Requirements Critically assess the organisations effectiveness in managing quality to meet or exceed customer requirements There are several Welsh Government legislative guidelines that influence quality within healthcare at both strategic and ground level. Everyone who works in or for the NHS is there, first and foremost to serve the public. Therefore, everyone at every level has a part to play in driving up standards of safe, effective, patient-centred care. The consistent delivery of safe, high quality care relies on contributions from a wide range of organisations, individuals and stakeholders. The Welsh Government’s, Achieving Excellence: The Quality Delivery Plan for the NHS in Wales (2012/2015) sets out their ambitions for achieving excellence in Welsh Healthcare by 2016. Their vision is for a quality driven NHS, focused on providing high quality care and excellent patient experience. These standards “are key to underpinning the vision, values, governance and accountability framework for the new NHS Wales” and are seen as a key tool, alongside the guidance from the 1000 Lives Quality Improvement Campaign and other initiatives in helping to drive up clinical quality and patient experience. The aim is been to map the quality standards more closely with service specific and professional standards and quality requirements such as the...
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...MQC 022010 ICT1 ESSAY 1: PART 1: COMMON TRENDS IN THE USE OF TEAMS ▪ USE OF TEAMS BEYOND FORMAL WORK GROUPS - EMPOWERMENT ▪ CROSS FUNCTIONAL –IMPROVING ORGANISATIONAL INTEGRATION, ADAPTIVE DESIGN, DEALING WITH ORG. AS A SYSTEM ▪ E’ee INVOLVEMENT T. – INCREASE E’ee PARTICIPATION ACROSS ALL AREAS OF ORG, INNOVATION ▪ VIRTUAL T. – IT AS AN ENABLING PROCESS, DEALING WITH COMPLEX ENVIRON’T, DIVERSITY & BROADER RANGE OF TALENT, EFFICIENT ▪ SELF-MANAGED T. – REPORT TO HIGHER MGT, NOT MID/LOW LEVELS, PARTICIPATION, EMPOWERMT, INTERNAL SUPERVISION, FAST & PROCESS COMPLETE, BEST PRACTICES BC INTERNAL CONTROL & DIRECTION, HIGHLY MOTIVATING, CREATIVE PROBLEM SOLVING, UNLIMTED CAPACITY ▪ COMMITTEE – SPECIAL/LIMITED TASK, ONGOING BASIS, NARROW AGENDA, DEALS WITH ISSUES, PROBLEM SOLVING CAPACITY ▪ PROJECT/ TASK FORCE – DIVERSE SKILLS OF MEMBERS, SPECIFIC PURPOSE, MEM’s HAVE EXPERTISE ACROSS RANGE OF AREAS & ABILITIES PART 2: CHALLENGES OF TEAM MANAGERS ▪ DECISION MAKING PROCESS ▪ GROUP THINK ▪ SOCIAL LOAFING ▪ UNEVEN PARTICIPATION ▪ LACK OF COMMITMENT ▪ LACK OF INVOLVEMENT ▪ LACK OF PURPOSE ▪ LACK OF SENSE OF RESPONSIBILITY FOR OWN TASKS OR TEAMS SUCCESS ▪ AGGRESSION ▪ INTERNAL COMPETITION ▪ WITHDRAWAL PART 3: SOLUTIONS TO ABOVE ▪ CLARIFY GOALS & PROVIDE DIRECTION ▪ CLARIFY DESIRED LEVEL OF ACCOMPLISHMENT ▪ DECREASE GROUP NUMBER ▪ SELECT STRONG & COMMITTED T. LEADER ...
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...10.Authority, Delegation and Decentralisation AUTHORITY Meaning : Authority is the right or power assigned to an executive or a manager in order to achieve certain organizational objectives. A manager will not be able to function efficiently without proper authority. Authority is the genesis of organizational framework. Without authority, a manager ceases to be a manager, because he cannot get his policies carried out through others. Authority is one of the founding stones of formal and informal organizations. An Organization cannot survive without authority. It indicates the right and power of making decisions, giving orders and instructions to subordinates. Authority is delegated from above but must be accepted from below i.e. by the subordinates. In other words, authority flows downwards....
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...Conclusions..............................................................................................15 Recommendations...................................................................................13 Appendix 1..............................................................................................16 Appendix 2..............................................................................................17 References..............................................................................................18 EXECUTIVE SUMMARY This report examines what is a management information system (MIS). It describes the importance of MIS and how this impacts decision making within an organisation. The introduction sets out what is MIS and how it is generally employed in the smooth running of an organisation. The discussion section of this report examines the advantages and disadvantages associated with MIS issues and how management understanding of MIS is important in assisting decision making. It discusses how MIS can influence and impact organisational behaviour. The Tourist and Leisure industry has been selected as the specific industry subject to detailed discussion on how MIS affects the people issues within an organisation. Based on the analysis provided in the discussion section to this report, two recommendations are made to the Hotel chain to improve their MIS....
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...Why are people important to a business? Assets are necessary for any business to operate. The roles that people play within the business are critical to its success. However lots of managers say that a business’s employees are the most important assets that an enterprise has. This is because: Employees can be creative and can have original ideas that others may not have which could attract more people to the company as lots of people like something new. Employees must also have creativity skills so they can find and use solutions for potential problems on tasks, projects etc. Employees can please consumers demand and create a reputation for high-quality products. Employee performance in the design, engineering, quality assurance and marketing of your company's product are essential components and are essential to a business’s success. Customers who purchase your product expect a quality product that meets their needs. If employees please consumer demands by the company providing a product they need, repeat business helps you build a strong customer base and if your customers are extremely satisfied with your product, your business could increase as a result of word of mouth which is an effective method of advertising. For example, if a customer goes to British Sugar’s and finds a product they need and is of good quality they would probably buy this product again and tell other people about it so they would probably go and buy it and they might tell another person about the...
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...Leadership Practice Task 1 A.C 1.1 – Discuss the concept of managers as effective leaders For a manager who leads a sales department in a medium sized construction materials company there are a number of responsibilities. These evolve around setting direction, motivating and inspiring the team and individuals, and co-ordinating workload and outputs. In order to manage effectively they would use the following methods/behaviours based around the key functions according to Henri Fayol; * Plan and make forecasts * organise work and schedule * co-ordinate the team/individuals * set tasks/give instructions and detail * monitor progress In addition, these management methods and behaviours are combined with a number of leadership functions which include; * Building a vision * Inspiring others * Motivating and empowering * Develop trust (with-in your team/sub-ordinates) * Looking at the bigger picture * People – knowing who they are Whilst these functions and behaviours appear as separate lists, Colenso (1997) identified that if executed with the correct balance the functions of a manager and leader can complement each other in order to deliver the desired result. Further-more, although there are two sets of skills/functions it must be recognised that it is most likely that the manager and leader are the same person. Therefore a combination of both sets is required in order for that person to be an effective manager and leader. My first...
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