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WORKING WITH AND LEADING PEOPLE

ASSIGNMENT ON

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WORKING WITH AND LEADING PEOPLE (Submitted to)

(.)

(Submitted By)

(.............................................)

(BTE

Hi!"e# N$tio%$& Di'&om$ i% Bu(i%e(()

TABLE O)

ONTENTS

TABLE OF CONTENTS..............................................................................................................2 ACKNOWLEDGEMENT.............................................................................................................4

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ABSTRACT....................................................................................................................................5 BACKGROUND............................................................................................................................5 INTRODUCTION..........................................................................................................................5 TASK (1) RECRUITMENT, SELECTION AND RETENTION PROCEDURES (LO1)..6
Re*#uitme%t $%d (e&e*tio%........................................................................................................................ + RETENTION O) EMPLO,EES................................................................................................................... .$. Do*ume%t$tio%( /o# #e*#uitme%t $%d (e&e*tio% ...............................................................................0 .b. Le!$& #e1ui#eme%t( i% #e*#uitme%t $%d (e&e*tio% ...........................................................................2 Employment Protection Act 1978........................................................................................................... 11 Sex Discrimination Act 1975.................................................................................................................. 11 Race relations Act197 .......................................................................................................................... 11

EQUAL PAY ACT 1 !"..............................................................................................................11

Di($bi&ity Di(*#imi%$tio% A*t .003......................................................................................................... .4 Re"$bi&it$tio% o/ o//e%de#( A*t .056...................................................................................................... .4

1C. MET#ODS OF SELECTION PROCESS..........................................................................12 1D. E$ALUATION OF T#E SELECTION PROCESS (TASK 1C).....................................1%
!"aracteristics o# $eneral mental a%ility................................................................................................ 13 A&'antages o# $eneral mental a%ility..................................................................................................... 13 Disa&'antages o# $eneral mental a%ility................................................................................................ 13 Reme&ies to &isa&'antages................................................................................................................... 13 !"aracteristics () S*R+!*+RED ,nter'ie-s.......................................................................................13 A&'antages o# Str.ct.re& ,nter'ie-s...................................................................................................... 1/ Disa&'antages o# str.ct.re& inter'ie-s.................................................................................................. 1/ Reme&ies .............................................................................................................................................. 1/ Situ$tio%$& 7ud!me%t te(t(...................................................................................................................... .6 !"aracteristics o# sit.ational 0.&gment tests.......................................................................................... 1/ A&'antages o# Sit.ational 0.&gment tests..............................................................................................1/ Disa&'antages o# Sit.ational 0.&gment tests.......................................................................................... 1/ Reme&ies............................................................................................................................................... 15 ombi%$tio%( .......................................................................................................................................... .3

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TASK 2 STYLES AND IMPACT OF LEADERS#IP (LO2)...............................................15

4$. 4.b. 4.* S8i&&(9 ATTRIB:TES9 AND &e$de#("i' (ty&e( ......................................................................+ 4*. 4.d Moti;$tio% $%d $''#o$*" to e<'e#t(9 %e= #e*#uit( $%d o'e#$ti;e(. .......................................-

TASK % .%.A.%.B WORK EFFECTI$ELY IN A TEAM (LO%).............................................1

To $;oid di(t#u*ti;e $%d (e&/i(" !#ou' #o&e(......................................................................................... .0 >*. Re;ie= O) t"e te$m .......................................................................................................................... 42

TASK 4 WORK AND DE$ELOPMENT NEEDS OF INDI$IDUALS (LO4)...................21

6$. Mo%ito#i%! $%d $((e((me%t o/ (t$// i% Te*". De't.........................................................................4. 6b. '&$%%i%! $%d $((e((i%! i%di;idu$& =o#8e#( o/ t"e te*"%i*$& De'$#tme%t....................................44 6*. *#iti*$&&y e;$&u$te t"e $((e((me%t '#o*e(( i% 6b...........................................................................4>

RECOMMENDATIONS.............................................................................................................2% CONCLUSION............................................................................................................................2% BIBLIOGRAP#Y.......................................................................................................................2% ARTICLE I.WORKS CITED.....................................................................................................2% ARTICLE II.IBLIOGRAP#Y...................................................................................................24

A KNOWLEDGEMENT T"e m$%$!eme%t o/ ?De&&@ to dedi*$te t"i( #e'o#t $%d I =ou&d &i8e to THANK NOT ONL, APPOINT ME IN PROD: TS AND SERAI E TE HNI AL DEPARTMENT AS A MANAGER9 B:T ALSO THE MORAL AND )INAN IAL S:PPORT PROAIDED ME D:RING THE RESEAR H. IN ADDITION9 THE OOPERATION O) THE STA)) O) TE HNI AL DEPARTMENT9 ADMINISTRATIAE DEPARTMENT9 AND H.R DIAISION )OR THEIR INTERA TIAE OMM:NI ATION THRO:GHO:T THE RESEAR H GRATE):LL, A KNOWLEDGED.

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ABSTRA T T"i( #e'o#t '#o;ide( $% $%$&y(i( $%d e;$&u$tio% o/ t"e #e&e;$%t RE R:ITMENT9 SELE TION AND RETENTION PRO ED:RES9 AND DO :MENTATION O) NEW RE R:ITS9 BESIDES THAT LEADERSHIP ST,LE AND ITS IMPA TS9 LEADERSHIP APPROA HES9 TEAM WORKING AND ITS BENE)ITS AND DEAELOPMENT NEEDS O) INDIAID:ALS AT DELL. T"e #e(u&t O) OBSERAATION AND ANAL,SIS O) DATA SHOWS THAT9 ALL THE PRO ED:RES ARE ABOAE THE IND:STRIAL AAERAGE9 EB EPT TEAM WORKING AND DEAELOPMENT NEEDS O) INDIAID:ALS. ALL THE S:PPORTED DATA )O:ND IN THE APPENDI ES. T"i( #e'o#t /i%d( t"e /utu#e o/ THE OMPAN, IN ITS PRESENT POSITION IS POSITIAE AND THE AREAS O) WEAKNESS NEEDED REMEDIAL A TION B, MANAGEMENT. RE OMMENDATIONS IN L:DEC To im'#o;e t"e te$m SPIRIT O) EMPLO,EES B, PERSONAL AND PRO)ESSIONAL DEAELOPMENT. Moti;$te EMPLO,EES WITH MORE RE REATIONAL )A ILITIES AND IN ENTIAES. BA KGRO:ND Si%*e .0-6 DELL EBPANDED TO .-2 O:NTRIES WITH A TEAM O) .229222 EMPLO,EES AS A TEAM WORLDWIDE AND S:PPLIES .29222 OMP:TER S,STEMS PER DA, TO THEIR :STOMERS WORLDWIDE9 IT IS MORE THAN A OMP:TER S,STEM PER SE OND AND SHOWS THE IMPORTAN E O) PROD: TS AND SERAI E TE HNI AL DEPARTMENT. THE STRATEGI )RAMEWORK O) THE PROD: TS AND SERAI ES DELIAER, S,STEM RED:IRED A HIGHL, E))I IENT TEAMWORK AND PRO)ESSIONAL D:ALI)IED TEAM MEMBERS9 BESIDES THAT THE LEADERSHIP ST,LES HAAE AN IMPA T ON EMPLO,EES9 WITH RE)EREN E TO THOSE POINTS THE WORK ARRIED O:T. INTROD: TION The human resource is the MOST PRECIOUS ASSET OF SUCCESSFUL ORGANIZATIONS; THE SUCCESSFUL ORGANIZATIONS ARE THOSE IMPLEMENT PLANS CORRECTLY, BESIDES THAT THE PLANNING PROCESS TO BE LOOKS THE FUTURE CORRECTLY AND POINTS OUT THE COURSES OF ACTION TO FOLLOW REQUIRES A SYSTEMATIC APPROACH, DUE TO THAT THE HUMAN RESOURCE RECRUITMENT, SELECTION AND RETENTION TO CARRY OUT WITH PROPER ATTENTION. IN ORDER TO VERIFY THE PROCESS THE WHOLE PROCEDURES MADE A VERIFICATION AND OBSERVATION.

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The experieNCE IS KNOWLEDGE AND EXPERIENCED EMPLOYEES ARE AN ASSET OF THE ORGANIZATION, IT IS TRUE THAT THE ORGANIZATION SPENT ITS RESOURCES TO TRAIN THE EMPLOYEES AIMED TO GET A LONGTERM PERFORMANCE TO ACHIEVE THE PERFECTIONISM IN THE QUALITY OF THE ORGANIZATION. DUE TO THAT TO MAINTAIN THE TRAINED EMPLOYEES ARE VITAL, FOLLOWING THUS THE RETENTION AND LEGAL REQUIREMENTS TO BE CONSIDERED TO MAINTAIN THE TRAINED STAFF. IN ORDER TO MAINTAIN THEM, THERE ARE THE CRITERIA OF THE IMPACT OF LEADERSHIP STYLES, CHANGE IN POLICIES AND PRACTICES MAY CAUSE THE TERMS OF BOTH EMPLOYER AND EMPLOYEE RELATIONS. The PRODUCT AND SERVICE TECHNICAL DEPARTMENT REQUIRED A HIGH VOLUME OF TECHNICAL STAFF WITH A PLEASANT TEAM SPIRIT FOR THE HIGH VOLUME OF COMPUTER SYSTEMS. IN ORDER TO MAINTAIN A QUALITY TEAM, IT IS ESSENTIAL TO VERIFY THE ROOT CAUSE REASONS TO MAKE THE EMPLOYEES PLEASANT.

TASK (.) RE R:ITMENT9 SELE TION AND RETENTION PRO ED:RES (LO.)
The HR practices in an organization emerged from the combination of business strategy and HR stRATEGY. THE PROPER HR PRACTICES MAKE EFFECTIVE CHANGES IN HUMAN RESOURCE BY COMPETENCY, COMMITMENT, AND FLEXIBILITY, BECAUSE OF THIS THERE IS DYNAMIC CHANGE OF INCREASED PRODUCTIVITY, QUALITY OF GOODS AND SERVICES AND IT LEADS TO FINANCIAL PERFORMANCE AND ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES.(Armstrong, 2006) FIG.1

RE R:ITMENT AND SELE TION

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Refers to BUSINESS DICTIONARY, THE RECRUITMENT IS, The process of identifying and hiring the best-qualified candidate (from within or outside of an organization) for a job vacancy, in a more timely and cost effective manner (Business Dictionary, 2012) The recruitmenT IS THE PROCESS OF IDENTIFYING A SUITABLE QUALIFIED PERSON FOR THE VACANCY; IT MAY FROM OUTSIDE OR INSIDE SELECTION OF AN ORGANIZATION WITH TIMELY AND COST EFFECTIVE. IN OTHER WORDS, THE SELECTION OF RIGHT QUALIFIED PERSON FOR A MATCHING JOB AT RIGHT TIME WITH COST CONSIDERATION. IT IS A PROCESS OF ATTRACTING THE QUALIFIED PERSON FOR THE EXACTING POSITIONS, THE PROCESS BEGINS WITH THE POSITION ARISES AND ENDS WITH WHEN IT CLOSED. THE RECRUITMENT RESULT IS FROM A GROUP OF APPLICANTS AND FROM THERE THE RIGHT CANDIDATE WILL BE SELECTED. IT IS A CYCLE AND CONSISTS OF MANY STEPS SUCH AS-

The requirement of staff varies in different departments and the job specification DEPENDS THE NECESSITY OF THE REQUIREMENT REPORTED BY THE LINE MANAGER AND EACH JOB HAS ITS OWN SPECIFICATION SUCH AS AGE, LENDER, BACKGROUND, SUBJECT, KNOWLEDGE, EXPERIENCE. AFTER ANALYZING THE JOB REQUIREMENT, THE MANAGER PREPARES THE JOB DESCRIPTION. The sourcing of candidate CAN DO WITH THROUGH VARIOUS METHODS SUCH AS ADVERTISING THROUGH DIFFERENT MEDIA LIKEWISE INTERNET, DAILIES, JOB PUBLICATIONS, PROFESSIONAL PUBLICATIONS, JOB CENTERS, WINDOW ADVERTISEMENTS, CAMPUS RECRUITMENTS. THE HR RECRUITMENT CONSULTANTS ALSO A MAJOR SOURCE, BESIDES THOSE EMPLOYEE REFERRALS, WORD OF MOUTH ALSO HELPS TO FIND A SUITABLE CANDIDATE. The screening and filtering is a major and time-consuming process and it screened the complete data and selected the profiles that satisfy the job description and factors of THE FILTER. AFTER THAT THE DIRECT

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INTERACTION WITH THE CANDIDATE THROUGH INTERNET, FACE TO FACE, PHONE, EMAILS HELP THE RECRUITER TO UNDERSTAND THE STRENGTHS, WEAKNESSES, CAPABILITIES AND INABILITIES.

If the KSACS= TDR = JOB SUCCESS KSCS = KNOWLEDGE, SKILLS, ABILITIES, CULTURAL GROUND AND STRATEGY FIT TDR= tasks, duties and responsibilities

The short listed candidates CALLED FOR INTERVIEW WITH LINE MANAGERS AND WRITTEN TESTS CONDUCTED AS PER THE POLICY OF THE ORGANIZATION. AFTER THAT, IT FOLLOWS THE FEEDBACK FROM THE INTERVIEWER, IF THE OPINION IS POSITIVE, THE SHORTING AND FINAL INTERVIEW WITH A CONCERNED REPORTING MANAGER AND HR DEPARTMENT TO FINALIZE THE TERM AGREEMENTS SUCH AS SALARY AND ALL OTHER INCENTIVES AND BENEFITS. The final steps to issuance OF OFFER LETTER AND THE RECRUITMENT CYCLES ENDS WITH THE JOINING OF THE RECRUITED CANDIDATE AND THE HR MANAGER SHOULD KEEP A BACKUP PLAN FOR IF THE SELECTED CANDIDATE NOT JOINED. RETENTION OF EMPLOYEES The head hunting AND EMPLOYEE TURNOVER INCREASED IN THE COMPETITIVE MARKET BY IMPROVEMENT OF INFORMATION TECHNOLOGY, CHEAP COMMUNICATION CHANNELS, SOCIAL NETWORK, AND GLOBALIZATION. THE EMPLOYEE TURNOVER RATIO REPRESENTS THE OVERALL QUALITY AND CULTURE OF THE ORGANIZATION. UNDOUBTEDLY, THE EMPLOYEE TURNOVER AFFECTS THE PRODUCTIVITY. SATISFIED EMPLOYEES CAN CHANGE THE PRODUCTIVITY, REFERS TO THE WEBSITE EMPLOYEE RETENTION STRATEGY, EMPLOYEE SATISFACTION SHOWS POSITIVE RESULTS IN BOTTOM LINES AND CUSTOMER LOYALTY .

The ACTUAL COST OF EMPLOYEE TURNOVER EXCEEDS THE NORMAL NUMERICALLY CALCULATED FIGURES AND THERE IS FIGURES CAN'T QUANTIFY, SUCH AS THE UNSEEN LOSSES IN PRODUCTIVITY, CUSTOMER SATISFACTION, REPUTATION, AND NEGATIVE IMPACTS AMONG JOB SEEKERS AND MORALE OF DEPARTING EMPLOYEES CO-WORKERS. Certainly, THE ORGANIZATION FOLLOWS CERTAIN STRATEGIES TO MAINTAIN THE RETENTION. REFERS TO MIND TREE, THERE ARE CERTAIN RESEARCH BASED STRATEGIES SUCH AS;

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Avoid gimmicks LIKE EMPLOYEE OF THE MONTH, SUGGESTIONS BOXES, PRIZES OR SOME OTHER CARROTS. Have an understandable approach BY EMPLOYEES TO ENSURE THE BASIC CAUSE OF TURNOVER AND THE POTENTIAL FOR LONG-TERM CHANGE. Customize not only all activities but also THE UNIQUE HISTORY OF THE ORGANIZATION, BESIDES THAT CONSIDER THE CURRENT PRACTICES, STRATEGIC OBJECTIVES, UNIQUE CHALLENGES IN THE INDUSTRY, COMPETITIVE ISSUES AND A SHORTAGE OF TALENTS. INVOLVEMENT OF RESPONSIBLE TO IMPLEMENT CHANGE WITH SHARED UNDERSTANDING. Put together hands on action oriented APPROACH TO MOVE EFFECTIVELY. Identify research proven strategies TO PUT UP EMPLOYEE LOYALTY AND COMMITMENT. Bring best practices in action to make a healthy retention rate.

CONSIDERING WITH THE RECRUITMENT COST, TRAINING COST, LOST PRODUCTION COST AND LOST SALES COST, IT IS GENERALLY ACCEPTED THAT, TO RECOGNIZE THE PEOPLE ARE VALUABLE AND RECOGNIZE WHEN THE PROBLEMS OF RETENTION, EVALUATE THE REASON BEHIND IT AND SET GOALS FOR RETENTION STRATEGY , BESIDES THAT ADOPT STRATEGICALLY MANAGED RETENTION POLICIES. (Drake International, 2012)

.A. DO :MENTATIONS )OR RE R:ITMENT AND SELE TION

The recruitment and selection procedures carried out within the limits of legal requirements. The recruitments and selection should be transparent and the necessary procedures should follow the documentation. REFERS TO NORTHUMBERLAND COUNTY COUNCI L, THE PRIMARY DOCUMENTATION USED FOR HIRING STAFF, INTERVIEWING DOCUMENTATION, SELECTION OF STAFF AS FOLLOWS: (government web site, 2012)

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.B. LEGAL RED:IREMENTS IN RE R:ITMENT AND SELE TION

The legal framework of recruitment and selection process includes the following: Data protection act and freedom of information legislation Equality act Discrimination of both direct and indirect

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Discrimination lawful Liability What can ask and can't ask for CANDIDATES EQUALITY AND DIVERSITY POLICY INDIVIDUAL MERIT PRINCIPLE GOOD PRACTICE PERSONAL QUESTIONS

The above legal requirements are in a wide sense and the Individual Act passed by the government mainly such as-

Employment Protection Act 1978

It defines THE TERMS OF THE CONTRACT OF EMPLOYMENT AND PROVIDES CONCERNED PARTIES NAMES, BESIDES THAT DATE OF COMMENCEMENT OF JOB, TITLE OF THE JOB, TERMS OF PAYMENT, HOLIDAYS, WORKING HOURS, SICK PAY PENSION, TERMINATION OF A JOB, DISCIPLINARY AND COMPLAINT PROCEDURES.

Sex Discrimination Act 1975

The sex discrimination Act 1975 REFERS THAT, DISCRIMINATE MEN AND WOMEN IN TERMS OF EMPLOYMENT IS UNLAWFUL, THE LAW PROVIDES EQUAL TERMS AND CONDITION IN THE SELECTION PROCESS, OFFER OF EMPLOYMENT, DISMISSAL, PROMOTION, TRAINING AND BENEFITS. THE SEX DISCRIMINATION ACT1975 PROTECTS BOTH SEXES FROM DIRECT AND INDIRECT DISCRIMINATION, SUCH AS TREATED ONE FROM OPPOSITE SEX LESS FAVORABLY AND INDIRECT DISCRIMINATION LIKE AN EMPLOYER RELATE A CONDITION TO A CANDIDATE FOR A JOB VACANCY THAT NOT RELEVANT TO THAT AND SUGGEST A PARTICULAR SEX WOULD BE ACCEPTABLE.

Race relations Act1976

The Race Relation Act 1976 protects the discrimination on racial grounds, racial groups of color, race nationality, religion and ethnic origins. The Race Relations Act 1976 uses Both the direct and indirect sex discrimination.
ED:AL PA, A T .05-

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The Equal Pay Act 1978 planned to prevent discrimination between men and women on the subject of payment in work such as same work paid the same pay as well as same terms and conditions.

Disability Discrimination Act 1995

This Act protects disabled people not to be discriminated when applying for a job as well as chance of THE INTERVIEW AND TO PROVIDE A PLACE OF JOB ACCESSIBLE.

Rehabilitation of offenders Act 1974

This Act protect people from discrimination such as imprisonment MORE THAN 30 MONTHS MAY BE ERASE, IF THE OFFENDER DOES NOT COMMIT SERIOUS CRIME ALL THROUGH REHABILITATION PERIOD. THE AGE AND LENGTH OF CONVICTION TO BE CONSIDER.

1C. METHODS OF SELECTION PROCESS

In a recent Article ACCORDING TO SCONTRINO - POWELL IN RECENT ARTICLE (Scontrino - Powell, 2012) suggested the following effective employee selection methods, such AS

General mental ability Structured INTERVIEWS SITUATIONAL JUDGMENT TESTS COMBINATIONS OF ABOVE

This Article concluded with a comment as, There are countless tools, methods, and approaches to making good selection decisions. However, according to decades of applied organizational research the ones described above are the most successful, accessible methods for finding those diamonds in the rough. It is important to note that other valid methods were intentionally left out; Assessment Centers were not described because they are not a realistic approach for many jobs and organizations. (Scontrino - Powell, 2012) Every method of selection process has its own merits and demerits, even if it is modern or traditional method, so it is better to use the universal EMPLOYEE SELECTION TOOLS MOST SUITABLE BASED ON THE HIRING STRATEGY.

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1D. EVALUATION OF THE SELECTION PROCESS (TASK 1C)

Characteristics of GENERAL MENTAL ABILITY 1. GeneraL MENTAL ABILITY GMA TEST PREDICTS THE FUTURE PERFORMANCE IN ALL TYPES OF JOBS INCLUDING ENTRY LEVEL TO CEO IN ALL TYPES OF INDUSTRIES. 2. It can perform in both computer tests and PAPER AND PENCIL TESTS 3. It allows the organization to select the approach that fits test Advantages of GENERAL MENTAL ABILITY 1. The cognitive ability is universally connected with performance among all jobs and all levels. 2. Not required customization when using it for different jobs. 3. It is affordable, quick, easy and no special training required Disadvantages OF GENERAL MENTAL ABILITY 1. Adverse impact on selection of certain minority groups 2. It affect to locate demographic scores and hiring decisions REMEDIES TO DISADVANTAGES 1. COMBINING WITH OTHER TESTS 2. AVOID ADVANCED ENGLISH LANGUAGE 3. USE BANDING TO ESTABLISH SCORING CLUSTERS /. ALTERNATIVE TESTS SUCH AS WONDER LIE, RAVENS OR PROGRESSIVE MATRICES.

Characteristics OF STRUCTURED INTERVIEWS

1. 2. 3. /. 5. .

It is not a traditional method of interview like IN STRUCTURED OR BEHAVIORALLY INTERVIEWS. It asks predetermined series of job related questions It records the responses scored using detailed criteria. An interview panel of 2 to 3 trained managers conducting the interview The ratings are compared to decide the consistency If the response scored inconsistency, then the panel discuss their rationale and arrive at CONSENSUS

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Advantages of STRUCTURED INTERVIEWS

1. 2. 3. /. 5.

It is good for predicting performance It reduces personal bias Evaluation based on organizational culture and job specific dimensions It can be used in any type of job and any level of job It replaces regular intervals

Disadvantages of structured interviews

1. 2.

Required experts guidance to prepare questionnaires Interviewers required training

REMEDIES Specialist services ARE AVAILABLE TO CONDUCT THE TEST.

Situational judgment tests

Characteristics of situational judgment tests

1. 2. 3. /.

5.

It is one of THE BEST APPROACHES FOR MANAGERIAL AND TECHNICAL POSITIONS It is defined as the multiple choice equivalent to structured interviews Asking multiple questions for how approach different hypothetical situations. The result SHOWS HOW DECISIONS MADE PARTICULAR SITUATIONS IT SHOWS THE ABILITY OF THE APPLICANT'S RESPONSE TO COMPLICATED SITUATIONS

Advantages of Situational judgment tests

1. 2. 3.

Predicting future performance Easy to administer and easy to test in computer or paper and pencil It obtains the idea of how one responds IN DIFFERENT SITUATIONS 4. IT CAN RECOGNIZE THE AREAS OF GROWTH AND DEVELOPMENT FROM PRESENT EMPLOYEES 5. THE DEVELOPED QUESTIONS CAN USE AGAIN

Disadvantages of Situational judgment tests

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1. 2.

It required thorough job analysis so it is costly AND TIME CONSUMING It is not used universally , it is used for particular job and it is not valid for other positions

Remedies
To overcome the disadvantages it is better to avail the specialist service from the professionals.

Combinations
The validity of the hiring PROCESS HIGHER, WHEN COMBINE MORE THAN ONE INSTRUMENT OR METHOD. IT IMPROVES THE PREDICTIVE VALIDITY OF THE PROCESS. IF COMBINE ABOVE ANY OF THREE METHODS IT IS BELIEVED GENERALLY THAT, IT IS BETTER THAN THE TRADITIONAL EVALUATING RESUMES AND FOLLOW UNSTRUCTURED INTERVIEWS OR NON-VALIDATED TESTS.

TASK 2 STYLES AND IMPACT OF LEADERSHIP (LO2)

The leadership characteristics REFER TO (Beans, 2005), the four actions of a world class leader is, promoting change, realizing values, developing people, achieving results THROUGH STRETCHING, EMPOWERING, SHARING AND COACHING. FIG.2

FIG.2. Source. (Burns, 2005)

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Refers to (newlink-Big Dog, Little Dog and Knowledge Jump, 1995)Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewis (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are (U.S. Army Handbook, 1973). The good leader is always cautious about to use the three styles of leadership. Plainly, the leadership has an impact on people. The three styles of leadership are- FIG.4 1. Autocratic or authoritarian 2. Democratic or participative 3. Delegative or Free reign Fig.4

(Nwlink-Big Dog, Little Dog and Knowledge Jump, 1995)

2A. 2.B. 2.C SKILLS, ATTRIBUTES, AND LEADERSHIP STYLES

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The DIFFERENCE BETWEEN LEADER AND MANAGER IS THAT, THE MANAGER HAS SUBORDINATES AND THE LEADER HAS FOLLOWERS, SO THE MANAGING AND LEADING CONSISTS IN THE LEADERSHIP LEVEL AND MANAGER LEVEL. IT IS REFLECTED IN HOW THEY ARE MOTIVATING PEOPLE WITH THE ASPECTS OF AUTHORITY AND RESPONSIBILITY. THE MANAGER INSTRUCTS THE PEOPLE TO DO THINGS, BUT THE MANAGER ALSO A SUBORDINATE AND THE MANAGER SOLVES PROBLEMS. HOWEVER, THE LEADERS HAVE FOLLOWERS AND DO NOT HAVE SUBORDINATES WHEN THEY ARE LEADING. To summarize this, THE FOLLOWING TABLE FIG.5 GIVES A CLEAR PICTURE. (SOURCE. changingminds.org)

FIG.5

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2C. 2.D MOTIVATION AND APPROACH TO EXPERTS, NEW RECRUITS AND OPERATIVES.

Motivating employees will make dynamic changes in their productivity and commitment. Humans are not machines and the approaches to all levels of management should be

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followed with motivational factors. AN IDEAL MANAGER SUBORDINATES IN DIFFERENT WAYS BY PROVIDING: BASIS RIGHTS Fair pay and fair employment policies Psychological needs and prevent dissatisfaction Participative style of management Let to participate in problem solving Job enrichment Satisfying needs Rewards and incentives Keep job itself as a motivational factor TASK 3 .3.A.3.B WORK EFFECTIVELY IN A TEAM (LO3)

CAN

MOTIVATE

Plainly, the group leader can take a leading role in TEAMWORK AND GENERATE TEAM AND TEAM SPIRIT. THE TEAM LEADER MUST POSSESS THE TEAM WORKING SKILLS, OTHERWISE TO DEVELOP THE SKILLS. THE TEAM LEADER SHOULD BE SELF-MOTIVATED AND BE AN ENCOURAGER, COMPROMISER, LEADER, CLARIFIER AND RECORDER, BESIDES THAT IN ELABORATE, HE SHOULD CONSIDER Help group members to compromise different view points Introduce new ideas Decide criteria and stick to IT NO EMOTIONAL ARGUMENT BE OPTIMISTIC AND LOOK POSITIVE SIDE WELL ORGANIZED AND TIME KEEPING CONSIDER OTHERS IDEAS ARGUE WITH LOGIC SUGGEST NEW WAYS CONSIDER ALL POSSIBILITIES INVOLVE WITH THE TEAM SUPPORT AND PRAISE MEMBERS EXPAND OTHERS OPINION COMPROMISE WHEN REQUIRED COOL MINDED AND SPOKESPERSON FOR THE RESULT CLARIFY OTHERS CONTRIBUTIONS MOTIVATE GROUP.

To avoid DISTRUCTIVE AND SELFISH GROUP ROLES

Autocratic manner to interrupt other members Avoid show offs Sudden change of topic when others are not ready

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Aggressiveness- not showing respect to others and negative comments. REFUSING FOCUS ON THE TASK OR GROUP PROBLEMS CRITIC NATURE TO AVOID OTHERS IDEAS, ALWAYS SEE THE NEGATIVE SIDE TO ARGUMENTS AND NOT SUGGEST ALTERNATIVES. Seek sympathy from others Self- confessor such as uses the group for self praising The clown mentality OF NOT SHOWING INTEREST IN THE SUBJECT. The Fig.6 below explains the TEAMWORK. (Kent university, 2012)

FIG6

(Kent university, 2012)

3C. REVIEW OF THE TEAM Refers to Nato Otan e-notes, tHE REVIEW OF THE TEAM EFFECTIVENESS CAN MEASURE THROUGH DIFFERENT MODELS. THE ACADEMICIANS DEVELOPED DIFFERENT TOOLS, UT THE UNIVERSALL! ACCEPTED ONE IS CTFL "COMMAND TEAM EFFECTIVENESS#. THE MODEL SELECTED HERE THE CITED MODEL OF TANNEN AUM, EARD AND SALAS $%%& ! NATO OTAN. FIG.'(Nato Otan, 2012).

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W(t) t)e tea* +or, e-.er(en/e (n De00 +as sat(sfa/tor1 an2 t)e tea* .erfor*s +e00 (n an2 t)e a3o4e e-.0a(ne2 /r(ter(a *et 31 t)e 5ro6. 0ea2ers an2 *e*3ers, T)e /orre/t(4e ste.s *ent(one2 (n t)e re/o**en2at(ons. FIG.7

TASK 4 WORK AND DEVELOPMENT NEEDS OF INDIVIDUALS (LO4) Refers to Mind Tools, Clearly, some training needs will be universal, and will apply to many, if not all, of your team members. However, everyone on your team is unique; they have different skills, different levels of understanding, and different responsibilities and objectives. Therefore, training and development shouldn't follow a "one size fits all" (Mind Tools, 2012) 4A. MONITORING AND ASSESSMENT OF STAFF IN TECH. DEPT. The tool used to measure the PERFORMANCE OF THE EMPLOYEES IN TECHNICAL DEPARTMENT WAS KPIS KEY PERFORMANCE INDICATORS.

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Based on the KPIS TOOL, THE NECESSARY STEPS TAKEN AND THIS TIME CONSUMING PROCESS FORWARDED TO CLERICAL WING FOR FURTHER PROCESSING TO GET ACCURATE RESULTS.

4B. PLANNING AND ASSESSING INDIVIDUAL WORKERS OF THE TECHNICAL DEPARTMENT.

To understand the development neEDS OF INDIVIDUALS AND PROVIDE DEVELOPMENT IN SKILLS, THE FOLLOWING STEPS CONSIDERED. REVIEWED THE PEOPLES JOB DESCRIPTION MEET THE TEAM MEMBERS OBSERVATION TO BE MADE AT WORK COLLECT ADDITIONAL DATA ANALYZE AND PREPARE NEW DATA TAKE ACTION STEPS

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4C. CRITICALLY EVALUATE THE ASSESSMENT PROCESS IN 4B. As a manager in technical division and working with the team and observation, it is realized THAT; 20% of the employees not matching their profile with the job description Necessary CORRECTIVE STEPS TO TAKEN FOR THEIR SKILL DEVELOPMENT.

RECOMMENDATIONS

To im'#o;e t"e te$m SPIRIT O) EMPLO,EES B, PERSONAL AND PRO)ESSIONAL DEAELOPMENT. MOTIAATE EMPLO,EES WITH MORE RE REATIONAL )A ILITIES AND IN ENTIAES.

CONCLUSION
To recapitulate, strategical approach required in every functional area of the organization, as well as when dealing with humans, it IS BETTER ADOPTING PSYCHOLOGICAL AND SCIENTIFIC APPROACHES TO DEAL THE HUMAN PROBLEMS. BECAUSE THE HUMAN BEING IS THE BASE OF ALL THE CHANGES, THE CHANGES COME FROM THEIR BRAINS, SO IT IS VITAL THAT HANDLE THE MOST POWERFUL THING CAREFULLY.

BIBLIOGRAPHY

ARTI LE I. WORKS

ITED

2alance& Score !ar& ,nstit.te. 31997421125 (cto%er 116. Balanced score card.org. Retrie'e& (cto%er 115 21125 #rom "ttp788---.%alance&scorecar&.org89in:!lic:.aspx;#iletic:et<D=2%E-i%>>9eA=3&?ta%i&<58 2eans5 @. 321155 no'om%er 36. forio.com. Retrie'e& octo%er 315 21125 #rom #orioAs #or.m7 "ttp788#orio.com8reso.rces8article8-"at4is4lea&ers"ip8 Dra:e ,nternational. 321125 (!*(2ER 296. Dra:e ,nternational. lon&on5 "amilton5 +.>. Retrie'e& (!*(2ER 295 21125 #rom DRE>E ,B*ERBA*,(BA9. go'ernment -e% site. 321125 octo%er 296. northumberland. Retrie'e& octo%er 295 21125 #rom nort".m%erlan& co.nty co.ncil7 "ttp788---.nort".m%erlan&.go'..:8&e#a.lt.aspx;page<3288 :ent .ni'ersity. 321125 octo%er 316. Career and Employment Services. Retrie'e& octo%er 315 21125 #rom :ent.ac..:8careers8s:8team-or:."tm7 "ttp788---.:ent.ac..:8careers8s:8team-or:."tm

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ARTI LE II. IBLIOGRAPH,

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APPENDIXES