Key Principles of Management and Leadership

unit 1 Key principles of guidance and drawing cardship Activity 1 a) though the two terms seem similar on the surface, in world they ar quite divers(prenominal). A great manager does non inescapably take hold a great drawing card, and a great loss drawing card does not necessarily throw off a great manager. Management controls or directs pack/re acknowledgments in a congregation according to principles or values that brace already been established. Leadership is setting a mod direction or vision for a separate that they follow, i. e. a attracter is the spearhead for that new direction.The manager uses a formal, rational method whilst the drawing card uses passion and stirs emotions. stack naturally and willingly follow leaders due to their charisma and temper traits, whereas a manager is obeyed due to the formal authority vested in him/her. As a result, pot tend to be more loyal towards leaders rather than managers. Managers supervise employees. They withdraw jut bulges, delegate responsibilities, and coordinate activities. Their goal is to nominate something that is definable and repeatable. Leaders atomic number 18 focused on bringing more or less innovation and potpourri for the company.Their primary role is to inspire volume and to trip employees. They argon focused on change. They create a sense of vision, hope, and alinement among employees. An organisation r go forth outnot thrive without a manager, and it tidy sumnot thrive without a leader. Leadership and heed essential go overturn in hand to be made both in corporate and casual settings. They are linked, and complimentary to maven an separate. Managers willLeaders will AdministrateInnovate MaintainDevelop Focus on systems and/or complex body partsFocus on people Rely on their controlInspire trust in people survive short cultivate viewsHave a longer range perspectiveAsk how and whenAsk what and why Keep an eye on the bottom lineKeep an eye on the position Im itateOriginate Accept the status quoChallenge it Be a classic true soldierBe his/her cause person Accept realityInvestigate it b) Management encompasses 5 functions which are planning, organising, staffing, directing and controlling. planning Planning gives focussing the dexterity to logically come up with different strategies to throw off sure that the project ends in winner. The term for generating plans of action can be for immediate, short term, medium term and long term periods.If trouble does not implement a plan the only plan that he can guarantee is a poor performance. Organising In prescribe to make sure that the plan is a success guidance rush to make sure things within the company and the plan are properly organised. This is where attention can divide, coordinate and control the task and information within the organisation. appoint work and granting authority are 2 crucial elements of organising. Staffing Now that the structure is properly put together, ma nagement take ups to have employees to carry out the plan. This is also known as pitying resource management.In this concept management will be devoted to properly acquiring, training, appraising, and compensating their employees. Employees are what give a company a competitive edge. Management moldiness ensure that the right number of and kind of employees are placed at the right places and at the right time when the organisation is in conduct of them. Directing This is the ability to get employees to action the goals of the company in the most impelling and optimal way. Leading, motivating, communion and coordination are the elements that come under directing.Directing is about guiding and confidential information the people in an organisation. Controlling This is the process that ensures whether the resources are nurseed and used expeditiously in achieving the organisational objectives. This function will be the last task that management will do. This will allow the ability to check the performance of the employees to make sure it correlates with the input (plan) and output (performance). For this causa, that is why controlling function of management is closely linked with the planning function. ) It is the requirement of a police squad leader to achieve objectives set by management for a police squad. However, since the team up leader cannot meet these objectives on their own, it will be required for the team leader to lead or manage a team to achieve success using the skills of the team. The teams objectives will be those of the team leader. The team will consist of a number of individuals each working to achieve their own objectives, based on each individuals token skills, knowledge and expertise. This breaking down into specific tasks will contribute to the boilers suit achievement of the objectives of the team.With this in mind a team leader essentialiness know their staff, but it is equally fundamental that the staff know the tea m leader. A leader essential know how to class and nurture such a team. A good leader knows when to be a leader and when to be a follower. Good leaders are good following when thats what is fountained. Other skills that the team leader will need to possess are Integrity. Having strong internal guiding principles that adept does not compromise. It means treating other(a)s as you would wish to be treated. Integrity sanctions trust, and not much is accomplished without trust.Leading by example. Innovation and vision. Welcoming new tasks and new ways of doing things. Having a pop off idea where his or her organisation and/or unit are sledding in the long term. Communication. Leaders need to learn to be happy in both the communication that informs and seeks out information and the communication that connects interpersonally with others. creation able to listen well, explain things clearly, ask questions and be aware of what people really think and feel (not what they may say) . Relationships.A leader who likes dealing with people issues, who can initiate and deepen tellingships with others, has a great leaders advantage. This is a leader who can build a team and achieve awing results. This can help with the ability to motivate others. Getting people to do things because they want to and not because they are told to. Persuasion. The ability to influence others and cause them to come across in a particular direction is a highly important skill in lead. A leaders ability to be weighty is directly related to how much people trust you and how good your communication and relationships are.Adaptability. Adaptability and flexibility in not being bound by a plan are important success factors. A leader must move easily from one set of circumstances (the plan) to the next (the plan is not going as expected) and take them all in stride, scour when the circumstances are unexpected. A good leader has to embrace change and see it as opportunity. Coaching and sel f-development. Developing others is an important role for a leader. Encouraging others to expand their capabilities and take on additional assignments is part of a leaders responsibility.Leaders who feel threatened by the capabilities of others are for the most part challenged in this country. This coincides with being interested in what people think and feel. Self-development and expanding ones own capabilities inspires trust and respect from the team which also goes hand in hand in developing others. Decision-making. A leader must be able to wade through information, comprehend whats relevant, make a well-considered decision, and take action based on that decision. Making decisions similarly quickly or too slowly will impede leadership effectiveness. Planning.Planning involves making certain assumptions about the future and taking actions in the bequest to positively influence that future. Planning means to focus more strategically. Although important for guidance and focus, p lans are rarely rigid. d) My job as a senior(a) Support Worker is to provide support to the Registered Manager and lead a small team of support staff in the solar day to day track of the unit in line with the companys objectives. I am responsible for ensuring all Service Users who reside at the unit receive high quality, person centred support. I provide support, coaching and mentoring to team members.I am responsible for preparing, adduceing and supporting team members in the updating of kick plans. I ensure good working practices are established and harboured. I have to observe a proactive approach to achieving a positive, engaging, promotional and relationship building role with Local Authorities and all other stakeholders. e) * I give support, educate and manage the staff team on a day to day basis and through bi-monthly supervision. * I am responsible for the deployment and control of appointments on a day to day basis, positively charged the allocation of certain appoin tments to specific team members. I support the running of the home to achieve real, individualised care packages for the Service Users. * I promote effective team working, to preserve good communications systems, including hand overs, log books, supervision and staff meetings. * I assist the manager in identifying training and development needfully for the staff team and to help despatch these inescapably. * I review, monitor and fulfil health and safety responsibilities to ensure a safe working environment for yourself, colleagues and the Service Users. I support and maintain effective working relationships with all other staff and to promote good relationships with local residents and the general community. * I have a positive, hardworking military position and remain committed to the ethos of Reed Care Homes Ltd. * I provide a positive working role model for other colleagues and Service Users, with interview at all times to the companys equal opportunities insurance policy and the recognition of each person unique racial, cultural and religious needs. * I assist the Registered Manager in the recruitment of new team members and murder inductions. I provide cover for the Registered Manager in their absence. * I maintain professional knowledge and skills through training and a commitment to free burning professional development. f) In 1997 John Adair developed a model of leadership training based on three overlapping circles that are knobbed in any leadership agency. If you look closely at matters involving leadership, on that point are always three elements or variables * the leader qualities of personality and nature * the situation partly constant, partly varying the group the followers their needs and values. There are three areas of overlapping need which are centrally important which are related to task, group maintenance and the individual. Task The reason a group of people come together to perform a task is because the task is too big for one person. A range of knowledge and skills are required and these will not be raise in one person. Group maintenance Many of the formal or informal rules and procedures of the group are designed to promote unity and to maintain cohesiveness at all costs.There is a feeling that good relationships are essential towards a shared goal. This need to create and promote group cohesiveness is called group maintenance. Individual Individuals bring into groups their own needs, for eg, recognition a sense of fulfilment, status, and what Adair terms as the deeper needs to give to and receive from other people in a working situation. Adair believes that these individual needs are more profound than we sometimes realise. These needs may attract us or repel us from any given group.The three areas of need overlap and influence one another. If the common task is achieved, then that tends to build the team and to satisfy personal tender-hearted needs in the individual. If in that location i s a lack of cohesiveness in the team circle, a reverse of team maintenance, then clearly performance in the task area will be impaired and the satisfaction of individual members reduced. In order to achieve the common task and to maintain teamwork, certain functions have to be performed. Adairs three circles model emphasises the importance of distinguishing the individual from the group.It is fundamental that each of the circles must always be seen in relation to the other two. A leader must always be aware of what is happening in relation to the team in terms of the three circles. In 1993 Charles Handy pointed out that it is unlikely that there will ever be a situation where there is a perfect match between the need of the individual, the group and the task. The leaders job is to be aware of the tension and to manage it. A leader must maintain some distance, as they are responsible and accountable for * Achievement of the common task Ensuring the group work as a team * Facilitatin g the development of the individuals Leaders need to interact with others whose support they need in order to accomplish goals. To gain their support, leaders must be able to understand and motivate them. To understand and motivate people, leaders must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature and leaders must understand these needs because they can be powerful motivators.In 1970 Maslow felt that human needs were arranged in a hierarchical order and that the basic needs must be met before the high order needs in the form of 5 levels 5. Self-actualization knows exactly who you are, where you are going, and what you want to accomplish. A state of well-being. 4. Esteem feeling of moving up in world, recognition, a couple of(prenominal) doubts about self. 3. Belongingness and love belong to a group, close friends to confide with. 2. r ubber eraser feels free from immediate danger. 1. Physiological food, water, shelter, sex.Maslow deemed that people want and are unendingly striving to meet various goals. Because the lower level needs are more immediate and urgent, then they come into play as the source and direction of a persons goal if they are not satisfied. A need higher in the power structure will get a motive of behaviour as long as the needs below it have been satisfied. Unsatisfied lower needs will dominate unsatisfied higher needs and must be satisfied before the person can climb up the hierarchy. Leaders knowing where a person is set(p) on the pyramid will aid in determining effective motivators.Almost no one stays in one particular hierarchy for an extended period. We constantly strive to move up, while at the analogous time various forces outside our control try to push us down. The goal as a leader is to help people obtain the skills and knowledge that will push them up the hierarchy on a more per manent basis. People who have their basic needs met become much better workers as they are able to concentrate on fulfilling the visions put forth to them, rather than consistently struggling to make ends meet.