ILM AWARD IN FIRST LINE MANAGEMENT Introduction to Management in the Care Sector.

Lecture 10 - ORGANISING AND DELEGATING (1 M3.21) Introduction This is the first of two weeks looking at the issues of organising and delegating. These are interrelated issues. Organising is broadly to do with time management , prioritising, delegation and assertiveness. In this session the focus will therefore be on these issues. The purpose of effective organisation is clear when dealing with a complex range of management issues. This is particularly true for first line managers. 1. TECHNIQUES FOR TIME MANAGEMENT

DELEGATION Reasons for; Creates more time Specialist knowledge Motivate staff Bottom-up decisions Reason against; Too much risk Staff not competent Relinquishes power. Guidelines; delegate efficiently.

ASSERTIVENESS Know yourself Saying no Win Win situation

WORKLOAD MANAGEMENT Eliminating irrelevant tasks

Eliminating time wasters Prioritising Establishing time limits on staff

PRIORITISING TASKS Do grid Analyse every action necessary?

2. What takes up your time? Time stealers when things do not turn out as you expect it is often because obstacles have been placed in the way some caused by you some by your surroundings. You therefore need to consider what wastes your time. It could be any of the following; Poor meetings Poor delegation Unclear distribution of responsibilities Lack of priorities Poor communication Indecision and delay Crisis management Inability to say no Involved in too much Inability to finish things Lack of self-discipline Interruptions by drop-in visitors Too much routine work Too much paperwork Too much reading Personal disorganisation.

ILM AWARD IN FIRST LINE MANAGEMENT Introduction to Management in the Care Sector.
Lecture 10 - ORGANISING AND DELEGATING (1 M3.21) Portfolio requirement (Criteria = 1.1, 1.2, 1.3)

Case Study: In managing health and social care organisations the keys issues inevitably focus on the quality of staffing, quality of retention and efficient use of these resources. You have been told that you will play an important role in the re-organisation of your service. You will be moving to new premises, have increased numbers of service users and be offering a larger range of services. However, the organisation believes that given new working practices and more efficient allocation of staffing resources no further staff need to be employed. You have been asked to write a report addressing the following questions; 1. Explain how and why it is important to use staff resources effectively.

2. Outline the importance of human resource planning.

ILM AWARD IN FIRST LINE MANAGEMENT Introduction to Management in the Care Sector.
Lecture 10 - ORGANISING AND DELEGATING (1 M3.21) Human Resource Planning A process which anticipates and maps out the consequences of business strategy on an organization's human resources. This is reflected in planning of skill and competence needs as well as total headcounts. For resourcing strategies to be implemented they must be translated into practical action. The strategic process can be organized logically. For these decisions to be taken, information must be obtained, consequences gauged, political soundings taken and preferences assessed. It is clear that many of these decisions are fundamental to an organization. If the implications are major, strategic decisions are taken at the centre of the business. The role of the human resource function is two-fold: 1. To participate in the decision process by providing information and opinion on each option, including: * redundancy or recruitment costs * consequences on morale * redeployment/outplacement opportunities * availability of skilled staff within the organization * availability of suitable people in the job market * time constraints * development/training needs/schedules * management requirements. This forms part of the information collated from the organization as a whole 2. To support line managers dealing with the people consequences of implementing the decision. Information already gathered provides the basis for a human resource plan. ( Continued on page 351 of Human Resource Management in a Business Context).

People as numbers
The manpower planning approach which addresses questions such as: * How many staff do we have/need? * How are they distributed? * What is the age profile? * How many will leave in each of the next five years? * How many will be required in one, five, ten years? Human Resource Information Systems are invaluable in answering these questions.

Forecasting methods
Human resource planners have a choice of techniques open to them, including: extrapolation (of past trends); projected production/sales; employee analysis; scenario building. Explained further in pages 355-356 of Human Resource Management in a Business Context.

Employee turnover
Turnover covers the whole input-output process from recruitment to dismissal or retirement and takes the consequences of promotion and transfer into account. (See page 359 of Human Resource Management in a Business Context.

'Soft' planning
HRM implies that planning has to go beyond the 'numbers game' into the softer areas of employee attitudes, behaviour and commitment. These aspects are critical to HR development, performance assessment and the management of change. (See pages 360-361 of Human Resource Management in a Business Context.)

Organising and time management. Key priorities: 1. Managing work activities Set goals Sift urgent from important jobs Urgent jobs dont always have highest pay off Important jobs better for meeting long term goals.

2. Priority Matrix. Useful to sifting urgent from important jobs Useful for making decisions in organising work ( see example) Eliminate non-essentials.

3. How to organise yourself. Set objectives for the day Make them time-bound Assess if can delegate. Goals and objectives should be SMART.

4. Dealing with interruptions. Identify where they come from; your boss; staff; peers; clients/customers. Plan scheduled time to deal with them.

5. General techniques. Deal with mail immediately and ruthlessly avoid pending trays. Keep filing systems simple remove unnecessary filing immediately. Manage phone calls highlight a time you will receive calls state how long you have to deal with a call. Manage meetings clear agenda with timescales clear guidance and control from chair.