FBLT050 Human Resource Management and Management Skills

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FBLT050 Human Resource Management

Task:

Complete a matrix chart showing the differences and similarities between leadership and management.

Give an explanation of what the matrix shows and using theory show your understanding of how leadership is seen in terms of what type of person makes a good leader, their behaviour expectation, and the sources of their power and influence.

Also set out what the role of management in an organisation is, using at least three models of management, and explain how this might conflict with that of a leader.

Understand the distinction between leadership and management

1.1– Describe a range of meanings attached to the concepts of leadership and management

1.2Justify distinctions drawn between leadership and management Complete a matrix chart showing similarities and differences e.g. management as authority and control, leadership as vision and influence, Managers and subordinates vs leaders and followers

Set out your knowledge and understanding by using different models of leadership e.g. Trait theory, Action Centred Leadership, Contingency Theory, Transactional Vs Transformational, Lewin’s Types of Leader.  You may also want to reference French and Raven’s Form of Power.

For the role of management refer to at least three models such as Scientific (Taylor, Gantt, Gilbraith, Ford), Human Relations School (Mayo), Administrative (Fayol), Neo-Human Relations (Maslow, Herzberg, McGregor)

Include some discussion around how the two roles may conflict e.g. visualising the big picture v planning etc. to achieve goals, leaders disruptive in running business as usual etc.

Set out at least three different approaches for developing leaders and managers

What is the role of the L & D function in providing a leadership and management development programme?  Set out in particular what the aims of such a programme should be and how this might support the business strategic objectives

2.1 – Evaluate a range of approaches for developing leaders and managers

2.2 – Discuss the role of the L & D function in providing leadership and management development Look at bigger picture first – internal/external, team/individual, formal and informal approaches then break down to give examples – education based programmes, secondments, job rotation, coaching and mentoring, in-house programmes, on-line etc.   Also self-development, use of things such as competency frameworks.  For each of the three approaches chosen evaluate them in terms of value, reliability, relevance, practicality and capability to meet the desired outcome.

Think about the role of L & D in establishing the need, designing, delivering, evaluating.

Also the strategic value of L & D and the link to ensuring programmes are aligned with the business strategy, goals and culture.

L & D role in determining the success factors – being clear on the aims and objectives and what the measures of success will be, and justifying the investment in leadership and management development.

What would be the overall aim of the programme?  E.g. Building and empowering successful leaders, who will promote the culture, inspire others and lead through effective communication.  Ensuring the business values, vision and goals are included in the programme.  Are we looking to build leaders for the future or looking to develop the performance of current leaders.

Compile a leadership and management development programme consisting of the following elements:

The aims and objectives of the programme

Who the stakeholders are and how ownership of the programme might be achieved

The success indicators – why did you choose these and how will they be assessed/evaluated

The overall approach being taken and why

The methods being used and why

The assessment techniques

The evaluation tools being used

An outline programme with days/times

Consideration of resources and costs

Use appropriate theory and models to underpin your input

3.1 – Identify indicators of success for leadership and management development programmes

3.2 – Justify methods to ensure the success of leadership and management development programmes

This should be a programme of interventions rather than a one off event e.g. self-development, coaching, modules etc.

There should be an analysis of the stakeholders who have an interest or an influence on the design of the programme – could use stakeholder analysis grid.

There should be justification of why specific elements have been included. You should also explore the importance of success indicators and what specific indicators could be used e.g. individual performance evidence, effective succession, retention of key employees etc.

Think performance based results/talent metrics.

You should show knowledge of different evaluation models – at least two including Kirkpatrick and why you have chosen the particular evaluation methods you have.  Can bring in the research report on value of learning here.

Include some evaluation of the resources that will be required to carry out your programme and likely costs incurred (internal and external)

FBLT050 Human Resource Management

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