Table of contents1.1 Compare different management styles, by comparing various approaches of management.

1.2 Discuss leadership characteristics of autocratic, democratic, laissez-faire and paternalistic styles.

1.3 Evaluate communication processes in selected business example.

1.4 Analyse organisational culture and analyse how it brings change in selected business.

2.1 Assess own management skills performance and show the areas of improvement

2.2 Personal strengths, weaknesses, opportunities and threats by using SWOT analysis

2.3 Set and prioritise objectives and targets to develop my own potential

3.1 lead and motivate a team to achieve an agreed goal or objective

3.2 justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements

4.1 explain how own managerial and personal skills will support career development

4.2 review career and personal development needs, current performance and future needs to produce development plan

1.1 Compare different management styles, by comparing various approaches of management.As described by Fayol that planning is the process to predict the future in which required personal and interpersonal competencies in building it. Mintzbergs roles of the figurehead, leader, liaison, monitor, entrepreneur, resource allocator seems to demonstrate that those roles plan in as much as Monitor, according to Mintzberg, is responsible for motivation and activation of subordinates; responsible for staffing, training, and associated duties, this is evident that both sides do planning. As argued by Lamond (2004), when we examine Fayols planning function, there is a series of behaviours that constitute the enactment of Mintzbergs managerial role in the process of planning, such as information gathering, consultation, etc. For example, transmitting information through the disseminator role or representing the organisation through the negotiator role in itself has little meaning unless it is linked to a purpose such as the POLC (Bartol et al, 1995). In Fayols view, controlling means verifying whether everything works as the plan, in the same vein, Mintzbergs stated that disturbance handler takes corrective action when an organisation faces unexpected disturbances; this proves both of them agree that there must be one to control the situation whenever it goes against plan. As we compare the leader role (motivating and activating subordinates, staffing, training and associated duties), we can broaden our appreciation of the activities in terms of whether they are aimed at assessing the future and making provision for it (planning), providing the undertaking with raw materials, tools, capital, personnel (organizing), making unity, energy, initiative, and loyalty prevail among the personnel (commanding), harmonizing all the activities of the concern (coordinating) or verifying whether everything occurs in conformity with the plans, instructions and principles (controlling) (Lamond, 2004).Once stated by Wren (1994) as cited in Lamond (2004), As far from representing the folklore of Fayols functions, what Mintzberg has done, in fact, is make trying to elaborate the roles in which managers (and others) engage when carrying out their managerial functions. In other words, Mintzberg has provided some of the empirical reports that establish the link between the managerial behaviours, via the roles that managers perform rather than representing competing views with Fayol then, they are simply different views with the similar thought.

http://www.ukessays.com/essays/management/comparing-popular-theories-of-management-styles-management-essay.php

1.2 Discuss leadership characteristics of autocratic, democratic, laissez-faire and paternalistic styles.1.Autocratic or Authoritarian leadershipAn autocratic leader centralizes power and decision-making in himself. He gives orders, assigns tasks and duties without consulting the employees. The leader takes full authority and assumes full responsibility.

2.Democratic or Participative leadershipParticipative or democratic leaders decentralise authority. It is characterised by consultation with the subordinates and their participation in the formulation of plans and policies. He encourages participation in decision-making.3.The Laissez-faire or Free-rein leadershipFree-rein leaders avoid power and responsibility. The laissez-faire or non-interfering type of leader passes on the responsibility for decision-making to his subordinates and takes a minimum of initiative in administration. He gives no direction and allows the group to establish its own goals and work out its own problems.4.Paternalistic leadershipUnder this management style the leader assumes that his function is fatherly or paternal. Paternalism means papa knows best. The relationship between the leader and his group is the same as the relationship between the head of the family and the members of the family. The leader guides and protects his subordinates as members of his family.http://www.yourarticlelibrary.com/business/4-different-types-of-leadership-styles/2550/1.3 Evaluate communication processes in selected business example.

INTERNAL COMMUNICATION USED BY TESCO

Phone/mobile

Phoning allows Tesco to contact local Tesco branches, which is ideal for brief messages

Fax

Fax is ideal for Tesco to send urgent documents and contracts.

Memoranda

Memoranda are perfect for employees working in the same branch who want to write quick informal messages.

E-mail

Tesco use email because its good for them to communicate with local(LAN) and national (WAN)branches Club-cards

Club-cards are a form of internal communication because Tesco stores every item that have bought when card is swiped. letters

letters are ideal for documents that aren't in a hurry to be promoted nationally or locally.

Word of mouth

Tesco employees would use word of mouth to communicate in their own branch.

Notices

These would be messages normally on single pieces of paper and would be displayed on a notice board to inform of arrangements or to remind Tesco staff of a meeting.

Meetings

Tescos hold a staff meeting every month.

Computers

Theyre essentail to the club card system as with out the system of computers it would not even be feasible to run it manually .

Reports

They're written assignments that have requested for a subject to be looked at e.g. to present information on a market study to the managing director of Tescos.

External methods of communication used by Tesco

Billboards

Billboards are good for communicating because they are situated in busy places.

Websites

Websites are used to store lots of information for customers, e.g. latest CDs sold in Tesco's, wine, store locaters, careers at Tesco, information on a baby and toddler club etc.

Club-cards of Tesco

Club-cards are also used for customers .

Free CDs

CDs are also given as a way of communication. The CD is about shopping online.

Telivision advertisments

Telly advertisments are good because of the large amount of viewers.

Internet

The internet is used to allow people to shop from home at any time on their computers Using "Tesco online."

Video conferencing

The disadvantage of a meeting is that not everyone can make it and so questions and advise would be left unsaid that's why video conferencing is useful.

Forms

These are extremely important for Tesco as they are needed to order stock .

1.4 Analyse organisational culture and analyse how it brings change in selected business.

Organization culture may be defined as the shared assumptions, values, and beliefs that guide the actions of its members.It is influenced by a variety of factors, including the founders value, nature of the business, the external environment and the behavior of the senior leaders. Culture changes are more likely to occur when companies undergo a major setback, such as a finance crisis, or when they expand themselves across product categories or countries. According to Kennen (2007), organizations can induce culture change by uncovering the core values and beliefs of the employees, by discussing and communicating the process of change, and by establishing new behavioral norms. Tesco is an example of such organization which have undergone major adaptive cultural and strategic changes in the past along similar lines. Through our secondary research, we have found material showing Tescos success linked with its change.Tesco is one of the largest retailers of food and drinks worldwide. Based in United Kingdom ever since 1920 it has to date expanded itself into several countries across the European Union as well as in Asia. It sells around 40,000 food and non-food products through its wide network of 2318 stores and its online service Tesco.com.Such success of Tesco has been possible due to its focus on growth strategy, and its core competencies which are basically its brand reputation and the value-added services its provides through the brand experience. In addition, Tesco has shown a wide potential to capture foreign markets with variable environmental, cultural and political factors.Advanced extranet and intranet systems which are regarded as luxuries in many organizations are the very operational tools in Tesco. This ensures quick flow of information within the organization, and outside, ensuring timely decision making and innovation to take place. Tesco also has enhanced supplier relationship programs, which are unique in their structure and very specifically designed keeping in view its culturally and ethnically diverse suppliers from all over the globe. Strong communication links are developed and close relationships are maintained to increase trust and respect, and to attract more prospective suppliers through word-of-mouth.In addition, Tesco treats its human resource as an important asset and invests due fully in it. The Times 100 research has shown that, keeping in view the Maslows Hierarchy Model of Needs, Tesco seeks to fulfill all the level of needs, from basic to the highest through its various employee motivation programs. According to European Foundation for the Improvement of Living and Working Conditions (2007),Tesco is the biggest private sector employer in UK. It seeks employees from different cultures, background through different sources, including government programs and campaigns. Its recruitment system allows the employers to consider people from diverse cultural and local groups, and fit them into particular jobs depending on capabilities and tendencies. In the book Value-based human resource strategy: developing consultancy role, Grundy and Brown (2003) assert that in 1990, Tesco decided to undergo a culture change to enhance its responsiveness throughout the organization. However, when it hired an HR consultant, it discovered that the term culture change had an inherent risk of failing. Thus, organization culture change can be adopted in several steps, namely value change which lead to behavioral change in employees.Tesco is a heavily customer oriented organization, with a focus on its external environment. Bedingham (2000) has described the process of an organization change with respect to Tesco. He says that there is a relationship between organization culture and organization results. In order to bring about change, an organization needs first to decide what it wants to achieve as a result. This was implemented by Tesco in 1987.Ma and Ding (2010) have also described the customer-orientation of Tesco.com, by asserting that customer value and customer satisfaction are amongst the core values of the organization. Leahy (2004) asserted that a financial crisis that Tesco underwent in 1990s was what triggered the change process as Tesco. The event guided Tescos managers to change their values from being competition-focused to customer-focused.Hence, from the literature review it is evident that Tesco has experienced strategic as well as cultural change, and to improve work standards, it can keep moving in the same direction of customer-focus and quality service.http://www.ukessays.com/essays/business/study-to-analyze-the-improving-work-standards-at-tesco-business-essay.php

2.1 Assess own management skills performance and show the areas of improvement Employee self-reviews are increasingly popular these days. But how can I honestly assess myself in a way that's likely to influence my boss? Here are 10 key dos and don'ts.1. Don't be modest.2. Don't forget about achievements made early on in the performance review period.3. Don't be stuffy.4. Do get feedback from coworkers.5. Do include objective measures of accomplishment.6. Don't use your self-review as a bargaining chip.7. Do use appropriate language.8. Do suggest areas with room for improvement.9. Do include task-related action plans.10. Do write more than one draft.

http://www.allbusiness.com/human-resources/workforce-management-employee-records/3779163-1.html

2.2 Personal strengths, weaknesses, opportunities and threats by using SWOT analysis

My Strengths as a leaderSome of my strengths are-1. I can work well in reporting and writing. When I get the opportunity to write any report I can perform better. 2. Ability to work carefully 3. Strong ethical belief is also my strength My Weakness as a leaderSome of my weakness includes the following-1. Bad communication skill. My communication skill should be improved. 2. I cant deal with stress or huge workloadMy Opportunities as a leaderBeside these, I have some opportunities also. Some of the opportunities include-1. I am interested to learn from any topic2. I can match myself with any kind of environment. My threats as a leaderSome of the threats include-1. I am afraid to face dispute2. I cant take decision quickly

2.3 Set and prioritise objectives and targets to develop my own potential

Every job or task whether important or not, whether urgent or not has a deadline, and has to be completed within the agreed timescale. Work and tasks have to be prioritised depending on the nature of work, length of work, urgency and the deadline on it.The most urgent tasks should be on high priority list, so is the job that will require most time but less urgent, because will have to work through on it for a few days or maybe even weeks. So look through the different stages of the task or project and estimate the time it will take to complete each step. This way will be able to set a timescale for the entire task, and decide on a date, and then start working towards completion on that day. This will help motivate and spend the required time working on it, to complete it at the right time.To achieve my target, make sure Decide how much time will need to spend each week to achieve task on time. Keep the date on diary, so it helps to be focussed. Have a record of all steps that are completed towards achievement, this will help to motivate myself. Check each week to see if I am spending the right amount of time as planned, and most importantly check to see if I have achieved what I have set out each week. When I get used to this plan, I will see that it becomes my routine, and will help me achieve with not much difficulty.http://livingsta.hubpages.com/hub/Manage-own-performance-in-a-business-environment-NVQ-Level-3-Diploma-in-Business-and-Administration

3.1 lead and motivate a team to achieve an agreed goal or objective

Motivation means using the deepest preference to move and guide us towards our goals, to help us take initiative and strive towards improvement and to persevere in the face of setbacks and frustrations. Motivation can also mean emotional tendencies that guide or facilitate reaching set goals.Help team membersDemonstrate the needful with them. Encourage each one of them to practice which can result in generating self confidence in each of your team members. This approach of help and support facilitates healthy interpersonal relationships and builds a motivated and enthusiastic team. Always remember that the average manager tells what to do, the good manager explains how to do and an effective manager demonstrates and inspires his team. Recognising positive resultsWhen any of team members achieves positive results, prompt recognition and sincere appreciation will help in keeping the team-members consistently enthusiastic and confident. In the present day work environment many communication channels are available. If not personally (if the team-member is away from your location); thru telephone or mobile or e-mail. If necessary, a copy of this communication can be sent to other members to make each one of them feel enthusiastic and confident Nurture potential As a manager, may have the necessary ability. But a good manager has the ability to discover ability in his team members. If employees are perceived as potentials rather than problems, possessing strengths rather than weaknesses, they will be more productive and grow to their capabilities. Each person is unique and has a fair amount of excellence in him. The team leader has to identify the persons excellence and channel its direction to achievement of organisational objectives.

Sincerity and Respect Sincerely supporting team members is a positive activity. It is not just about helping people move forward. Ultimately, support is what give to enable people to do more on their own. The essence of good support and guidance is clear communication and your availability as and when required.

Understanding needsAs a manager, approach should always be people oriented. The employees problems and needs are as important as the organisational objectives.

http://www.deccanherald.com/content/168761/a-motivated-team-helps-achieving.html

3.2 justify managerial decisions made to support achievement of agreed goal or objective and recommendations for improvements

Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994).Management functions are based on a common philosophy and approach. They centre around the following:1. Developing and clarifying mission, policies, and objectives of the agency or organization2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities3. Setting priorities and reviewing and revising objectives in terms of changing demands4. Maintaining effective communications within the working group, with other groups, and with the larger community5. Selecting, motivating, training, and appraising staff6. Securing funds and managing budgets; evaluating accomplishments and7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b).The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959):Planning:outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishmentOrganizing:establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectivesStaffing:fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditionsDirecting:making decisions, embodying decisions in instructions, and serving as the leader of the enterpriseCoordinating:interrelating the various parts of the workReporting:keeping those to whom you are responsible, including both staff and public, informedBudgeting:making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectivesTo carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people's heads who are widely scattered within and outside the organization. http://www.fao.org/docrep/w5830e/w5830e0f.htm

4.1 explain how own managerial and personal skills will support career development

Personal management skills are very important for every person to achieve success in his career and overall life. This article shares some insights that can help lead an enriched life.

According to Simon Oates ~ "It refers to the ability of oneself to exercise control over one's attitude, behavior, emotions, and motivation." To get more insights on personal skills,

Communication Skills: It tops the list of management skills, be it personal or professional. As someone rightly said, that the way we communicate with others and with ourselves, ultimately determines the quality of our life.

Organizing Skills: A human being has to be organized to be successful. Go through the life history of any successful man, be it a sportsman, businessman, or an actor, staying organized would be one of the important factors that contributed immensely to their success.

Self Development Skills: Personal management would be incomplete without self development skills.

http://www.buzzle.com/articles/personal-management-skills.html

4.2 review career and personal development needs, current performance and future needs to produce development plan

Development is a process of expanding, shaping and improving skills, knowledge and interests to improve my abilities and effectiveness.This can involve developing skills and knowledge that will enable you to move ahead to the next stage in my career but also to expand my breadth of skills and knowledge so that I become more expert in my current post or even to develop a new skill outside work e.g. playing a sport.To address a development need effectively it is necessary to: Define what I want to achieve and set a goal(s). Plan the actions I need to undertake to achieve that goal I should write a personal development plan (PDP) to outline the actions I am going to undertake to achieve my goal. Evaluate my development to assess I how to my goal and to examine if further action needs to be taken to achieve my goal.

When developing goals ask myself: What do I want to achieve? How important is this goal to me? What are the factors that will help me achieve my goal? Who can help me achieve my goal? What are the factors that may stop me achieving this goal? What is the gap between where I am now in terms of my skills and knowledge, and where I want to be?http://www.bangor.ac.uk/hr/pdp/HowtoPDPs.php.en