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TASK 1
AC1.1 Outline the governance of different types of organisation
| 1. | Public Limited Company (PLC) | They are subject to strict rules and laws regarding corporate governance. Ownership is in the hands of the shareholders, who elect the board of directors. The board of directors has the power to make strategic decisions, executive appointments and policy formulation, and provides strict financial reporting to shareholders, regulators and the public to ensure transparency (Salehi, Ammar Ajel & Zimon, 2022). |
| 2. | Limited Liability Companies | They are governed by the legal rules of private companies and are less regulated than PLCs. Ownership can be assigned to smaller groups with their own boards. The Board of Directors oversees operational decisions, strategy and executive appointments. But unlike a PLC, an LLC still maintains financial transparency and compliance with the law. |
| 3. | Third sector organisations (voluntary/non-profit/charity) | They are subject to different regulations specific to their non-profit nature. A board of directors, usually made up of volunteers, oversees the trust. The Board of directors oversees organisational leadership, mission alignment, and leadership selection. Focus on fulfilling the organisation’s mission while maintaining transparent financial practices for donors and regulators. |
TASK 2
AC1.2 Explain the factors which influence an organisation’s culture
According to White-Lewis, D. K. (2020), an organisation’s culture, equity and diversity are shaped by a multitude of interrelated factors that collectively define an organisation’s identity and impact. These factors, from size and historical background to purpose and leadership, help shape an organisation’s uniqueness. The size of an organisation affects the dynamics of communication, cohesion, and the ease with which cultural initiatives can be implemented. Industry requirements, competition and market trends influence cultural aspects such as innovation, adaptability and risk-taking. Hierarchical arrangements, communication channels, and cross-functional collaboration affect the development and diffusion of culture. The age, gender, race and ancestry makeup of the workforce shapes an inclusive and diverse culture. Leadership styles, ethical values, etc. of top management. The decision-making process affects cultural norms and priorities. An organisation’s mission, vision, and values drive culture by aligning employee behaviour with overall purpose. An organisation’s history, heritage and experiences shape cultural traditions, values and beliefs.
AC1.3 Explain the purpose of organisational mission, vision and value statements
An organisation’s mission, vision, and values statements serve as guiding principles that guide the organisation’s actions, strategy, and culture. They play a key role in defining an organisation’s purpose and direction, while providing a framework for employee behaviour and inspiration.
A mission statement (Hervieux & Voltan, 2019), expresses an organisation’s reason for being, outlining its core activities and the impact it seeks to achieve. This clarity helps stakeholders understand the fundamental purpose of the organisation.
A vision statement represents a compelling proposition for the future and acts as a goal to strive for. They provide a long-term perspective to guide strategic decision-making and goal setting.
Values statements describe expected behaviours, codes of ethics, and norms that guide employee interactions and decision-making. They foster a cohesive culture that aligns with organisational principles.
Well-crafted mission and vision statements inspire employees, customers, investors, and other stakeholders by articulating the organisation’s overall purpose and the positive impact it hopes to have.
AC1.4 Outline the purpose of organisational strategies
According to Tripathi (2023), an organisational strategy acts as a roadmap that guides an organisation in achieving its goals while effectively meeting the needs of its stakeholders. These strategies are carefully crafted plans that link an organisation’s overall goals to its operating plans. Their development is influenced by the type and function of the organisation. Organisational strategy describes how the organisation intends to achieve its long-term goals and ensures that every action contributes to the desired outcome. Strategy is designed to meet the needs and expectations of different stakeholders, including customers, employees, investors and the community. The type of organisation, whether for-profit, not-for-profit, or government, affects strategies for achieving its purpose and mission. Strategy provides a bridge between high-level goals and day-to-day operations, directing the allocation of resources and activities to achieve desired results. Strategy is designed to adapt to changing environments and market dynamics, enabling organisations to effectively respond to unforeseen challenges.
TASK 3
AC2.1 Summarise the role of the manager
At Brue Valley, my role as a production manager is critical to ensuring efficient operations and optimal production. I oversee all aspects of the production process, ensuring products are manufactured on time and cost-effectively while maintaining quality standards. My tasks and responsibilities include planning production schedules, resource allocation, and workflow coordination to achieve production targets. I also ensure compliance with safety regulations, quality standards and efficient use of resources.
According to Sajjad, Eweje & Tappin (2020), production managers’ report to upper management and work closely with other managers such as operations managers and quality managers. As a production manager, I act as a liaison between production personnel, senior management and cross-functional teams to facilitate effective communication. I also work with procurement to ensure timely availability of raw materials. It is my duty to coordinate with maintenance team to ensure smooth operation of mechanical equipment and work closely with sales team to align production with customer needs
Production managers supervise and motivate production teams to ensure they adhere to production schedules and quality standards. As a production manager I provide leadership, training and mentoring to ensure team effectiveness and skill development. I also work with customers to understand demand patterns and ensure production meets customer requirements. Additionally, I coordinate with suppliers to ensure timely delivery of materials and resolve any supply chain issues.
AC2.2 Explain the role of the manager in communicating organisational strategy to individuals and teams
According to Tabesh, Mousavidin & Hasani (2019), the manager’s role in communicating organisational strategy to the team is critical to coordinating efforts and ensuring a clear understanding of organisational goals. Through meetings, work plans, training, digital tools, and role modelling, managers can effectively communicate and implement strategy. Regular team meetings provide managers with a platform to discuss strategic goals, progress, and the team’s role in achieving them. For example, at Brue Valley, the marketing manager normally hosts regular meetings to discuss how the team’s marketing activities align with the company’s growth strategy.
It is the role of the managers to develop a feasible work plan, breaking down the strategy into specific tasks for the team to execute. Managers also ensure that team members receive relevant training to develop the skills needed to effectively execute the strategy. Additionally, Managers embody strategy by consistently exhibiting desirable behaviours and values. For example, at Brue Valley, the sales manager is actively involved in customer relationship building to illustrate customer-centric strategies.
AC2.3 Explain levels of accountability and authority in the management role
Store managers are responsible for day-to-day operational decisions such as inventory management, pricing, and staffing (Phan & Tran, 2022). They report to senior management and provide them with updates on store level sales, performance and challenges. They are accountable for the performance of their teams and ensure compliance with company policies and customer service standards. They are responsible for optimising resources such as workforce planning and ensuring efficient use of human resources. They have the power to make instant decisions, resolve customer issues, adjust schedules, and manage inventory within the store. For example, at Brue Valley, the store manager can decide to extend store hours during peak shopping season to boost sales to demonstrate their authority in adjusting the schedule.
AC2.4 Outline the legal and organisational frameworks which apply to the management role
| 1. | Health and Safety:Health and Safety at Work Act 1974 (UK) states that managers must ensure a safe working environment, conduct risk assessments, provide appropriate training and take steps to prevent accidents and ensure the well-being of employees (Suff, 2023). |
| 2. | Data Protection:Data Protection Act 1998 (UK), General Data Protection Regulation (GDPR) (effective from May 2018) states that managers must process and protect personal data in accordance with legal requirements (Suff, 2022) They must ensure data security, obtain consent for data processing and promote the rights of individuals over their personal data. |
| 3. | Working hours and employment legislation:Working Hours Directive 1998 (UK), Equality Act 2010 (UK) (CIPD, 2020) states that managers must monitor and manage working hours to comply with legal restrictions, ensure employees’ right to rest and prevent discrimination. The Gender Equality Act provides for equal treatment regardless of protected characteristics and requires non-discriminatory management practices. |
TASK 4
AC3.1 Explain the differences between management and leadership
Management focuses on the effective execution of tasks and activities to achieve specific results. Managers are responsible for planning, organising and controlling resources and processes to achieve established goals (Kabeyi, 2019). They ensure that work is performed efficiently, resources are allocated appropriately, and tasks are completed within established parameters. On the other hand, leadership revolves around people and their leadership. Leaders inspire, inspire and engage individuals to achieve a shared vision. They focus on building strong relationships, developing talent and creating a sense of direction. Leaders often innovate, take risks and empower their teams to exceed standard expectations.
AC3.2 Summarise recognised management and leadership approaches; AC3.3 Explain how management and leadership approaches can be applied and adapted in different work based situations
| Summary of management and leadership approach | Explain how the approach can be applied and adapted to this work-based situation | |
| 1. | Hussey and Blanchard’s Situational Leadership:This approach emphasises adapting leadership styles to employees’ maturity and readiness. In a business-as-usual scenario, executives assess individual capabilities and commitment and adjust their leadership styles accordingly. A directive approach may be needed to provide clear guidance during a crisis. In one-on-one meetings, executives can provide guidance or support as needed. For a large team, participatory leadership can bring forth a wide variety of ideas. | In order to promote independent growth, experienced and motivated team members are given more autonomy when managers utilise the delegate style. When urgent situations arise, a directive approach is applied to ensure prompt decision-making and effective crisis management. |
| 2. | Tannenbaum and Schmidt Leadership Continuum:According to Helmold (2020), it shows that managers are involved at different levels, from authoritarian to involved. In a business-as-usual scenario, managers can, within limits, involve employees in decision-making. In a crisis, rapid decision-making may require an authoritarian approach. The level of participation can be adjusted individually through personal interaction. For large groups, participatory leadership can harness collective intelligence. | To increase job satisfaction and tap into the insights of team members, managers have found success in adopting a more collaborative approach (McCartney & Fu, 2022). However, during times of crisis, an autocratic style may be needed to make swift decisions to ensure prompt action is taken. Each team member’s unique preferences and abilities are taken into consideration as managers adjust their degree of involvement, ultimately fostering strong relationships. |
| 3. | Adair’s Action-Centered Leadership:This model emphasises the balance between the needs of the task, the team, and the individual. In business as usual, managers manage tasks, support teams, and fulfil individual aspirations. During a crisis, the focus can shift to task management. In one-on-one conversations, we address individual concerns. In the case of large teams, managers ensure alignment of tasks while promoting team dynamics. | Ensuring task completion and addressing individual concerns, while nurturing team dynamics, is necessary in balancing task, team, and individual needs. Swift problem-solving leads to a greater focus on task orientation, although maintaining team morale remains of utmost importance. Supporting and guiding individuals to overcome particular challenges is a priority for managers. |
TASK 5
AC4.1 Explain the knowledge and skills required to be an effective manager
| Knowledge/skill | Explanation | |
| 1. | Self-awareness and Emotional Intelligence: | The concepts of self-awareness and emotional intelligence are closely related and often discussed in tandem. Self-awareness involves understanding one’s own emotions, thoughts, and behaviours, as well as how these factors impact oneself and others. Managers who are effective possess self-awareness and have a clear understanding of their own strengths and weaknesses. Utilising emotional intelligence, they are able to regulate their own emotions and empathise with the emotions of others. This ability to understand and manage emotions fosters positive relationships and facilitates effective communication. |
| 2. | Leading and Managing People: | Successfully leading and managing people involves the utilisation of a variety of interpersonal skills, such as communication, delegation, and motivation. These skills enable leaders to effectively guide their employees towards achieving organisational goals and objectives. To be an effective manager, one must possess exceptional leadership and team management skills. This encompasses various aspects, such as establishing unambiguous objectives, inspiring and encouraging team members, delivering helpful criticism, and fostering teamwork. |
| 3. | Building Relationships (Emotional Intelligence): | Developing meaningful connections with others is a fundamental aspect of emotional intelligence. This entails recognizing and managing one’s own emotions and empathetic understanding the emotions of others. Emotional intelligence is also characterised by the ability to communicate effectively, engage in active listening, and build rapport. These skills are essential in fostering strong personal and professional relationships that are built on trust, respect, and mutual understanding.Managers who possess emotional intelligence have the ability to cultivate trust, communicate with efficacy, and effectively address conflicts. |
| 4. | Effective Communication: | Effective communication is a critical skill that is essential in various aspects of life. According to Cui, (2021), it involves the ability to convey information and ideas efficiently and clearly, both orally and in writing. Effective communication is vital in personal relationships, work settings, and other social contexts. Effective communication is an essential trait for managers, as they must interact with a wide range of individuals, from customers and employees to higher-ups in the company. By communicating clearly, managers can ensure that everyone is on the same page, reducing the likelihood of misunderstandings and promoting consensus. Additionally, strong communication skills improve decision-making, leading to more successful outcomes in the workplace. |
| 5. | Operational and Project Management: | The role of a manager involves overseeing the daily operations of a company or organisation, with the aim of maximising resource utilisation and efficiency. Effective utilisation of project management skills allows managers to effectively plan, implement, and track progress during projects, resulting in the timely achievement of desired outcomes and objectives. |
| 6. | Financial and Data Literacy: | Being adept in financial literacy entails having a comprehensive understanding of how to manage, invest, and budget money. Data literacy, on the other hand, involves the ability to comprehend, analyse, and interpret data, which is crucial in an era where information is generated at an exponential rate.Comprehending finance and the analysis of data is an essential component in making effective decisions regarding resource allocation and budgeting. |
AC4.2 Summarise the behaviours required to be an effective manager
| Behaviour | Summary | |
| 1. | Taking responsibility | Effective managers demonstrate responsibility, resilience, and determination. They take responsibility for their actions, face challenges with tenacity, and are determined to achieve their goals despite obstacles. |
| 2. | Inclusivity | Inclusion means being open, approachable, and trustworthy, while acknowledging and addressing unconscious bias. |
| 3. | Agility | Agility includes flexibility, creativity and adaptability, promoting a positive and innovative work environment. |
| 4. | Professionalism | Professionalism implies fairness, consistency, impartiality and ethical conduct. Professional managers maintain open and honest communication and build trust among their teams and colleagues. |
AC4.3 Explain the impact of knowledge, skills and behaviours on the team, colleagues and customers
| Group | Impact of manager’s knowledge, skills and behaviours | |
| 1. | Teams | A manager’s communication and conflict resolution skills affect team dynamics. Skilled delegation increases team efficiency, productivity, and job satisfaction. By showing inclusivity and empathy, managers can create a rapport that builds trust and loyalty among team members. Facilitating collaboration, providing constructive feedback, and motivating individuals are all crucial components of excelling in leading and managing teams. Clear expectations must also be set in order to succeed in this area. |
| 2. | Colleagues | A manager’s ability to work in a team and willingness to share knowledge motivates colleagues. When managers embody professionalism and ethical behaviour, they set the tone for a respectful workplace (Cardiff et al., 2020). Their commitment to organisational values promotes a reputation for integrity and dependability, and inspires trust among colleagues. |
| 3. | Customers | A manager’s ability to lead and empower teams has a positive impact on customer experience. When teams are well managed and motivated, they deliver better service, increasing customer satisfaction and loyalty. Additionally, a manager’s emotional intelligence and ability to actively listen allows them to understand customer needs and respond to customer concerns effectively. |
References:
Cardiff, S., Sanders, K., Webster, J., & Manley, K. (2020). Guiding lights for effective workplace cultures that are also good places to work. International Practice Development Journal, 10(2).
CIPD, (2020) Working time: UK employment law. Available from https://www.cipd.org/uk/knowledge/employment-law/working-time/
Cui, Y. (2021). The role of emotional intelligence in workplace transparency and open communication. Aggression and Violent Behaviour, 101602.
Helmold, M. (2020). Leadership and empowerment. In Lean Management and Kaizen: Fundamentals from Cases and Examples in Operations and Supply Chain Management (pp. 57-64). Cham: Springer International Publishing.
Hervieux, C., & Voltan, A. (2019). Toward a systems approach to social impact assessment. Social Enterprise Journal, 15(2), 264-286.
Kabeyi, M. (2019). Organizational strategic planning, implementation and evaluation with analysis of challenges and benefits. International Journal of Applied Research and Studies, 5(6), 27-32.
McCartney, S., & Fu, N. (2022). Promise versus reality: a systematic review of the ongoing debates in people analytics. Journal of Organizational Effectiveness: People and Performance, 9(2), 281-311.
Phan, M. H., & Tran, A. T. (2022). Development a warehouse management information system. Applied Mechanics and Materials, 907, 131-143.
Sajjad, A., Eweje, G., & Tappin, D. (2020). Managerial perspectives on drivers for and barriers to sustainable supply chain management implementation: Evidence from New Zealand. Business Strategy and the Environment, 29(2), 592-604.
Salehi, M., Ammar Ajel, R., & Zimon, G. (2022). The relationship between corporate governance and financial reporting transparency. Journal of Financial Reporting and Accounting.
Suff, R. (2022) Data protection and GDPR in the workplace. Available from https://www.cipd.org/uk/knowledge/factsheets/data-protection-factsheet/
Suff, R. (2023) Health and safety at work. Available from https://www.cipd.org/uk/knowledge/factsheets/health-safety-factsheet/
Tabesh, P., Mousavidin, E., & Hasani, S. (2019). Implementing big data strategies: A managerial perspective. Business Horizons, 62(3), 347-358.
Tripathi, M. A. (2023). Business Planning Strategy. EUROPEAN JOURNAL OF BUSINESS STARTUPS AND OPEN SOCIETY, 3(7), 93-102.
White-Lewis, D. K. (2020). The facade of fit in faculty search processes. The Journal of Higher Education, 91(6), 833-857.
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