Table of contents

1.1 Compare different management styles,

various approaches of management.

by comparing

1.2
Discuss
leadership
characteristics
of
democratic, laissez-faire and paternalistic styles.
1.3 Evaluate communication processes in selected
example.

autocratic,
business

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-stylesmanagement-essay.php
1.2 Discuss leadership characteristics of autocratic, democratic, laissez-faire and paternalistic styles.
1. Autocratic or Authoritarian leadership
An 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 leadership

Participative 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 leadership
Free-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 leadership
Under 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 competitionfocused 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-businessessay.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.

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10.

Don't be modest.
Don't forget about achievements made early on in the performance review period.
Don't be stuffy.
Do get feedback from coworkers.
Do include objective measures of accomplishment.
Don't use your self-review as a bargaining chip.
Do use appropriate language.
Do suggest areas with room for improvement.
Do include task-related action plans.
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 leader
Some of my strengths are1. 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 leader
Some of my weakness includes the following1. Bad communication skill. My communication skill should be improved.
2. I cant deal with stress or huge workload
My Opportunities as a leader
Beside these, I have some opportunities also. Some of the opportunities include1. I am interested to learn from any topic
2. I can match myself with any kind of environment.
My threats as a leader
Some of the threats include1. I am afraid to face dispute
2. 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-3Diploma-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 members
Demonstrate 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 results
When 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 needs
As 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 organization
2. Establishing formal and informal organizational structures as a means of delegating authority and
sharing responsibilities
3. Setting priorities and reviewing and revising objectives in terms of changing demands
4. Maintaining effective communications within the working group, with other groups, and with the larger
community
5. Selecting, motivating, training, and appraising staff
6. Securing funds and managing budgets; evaluating accomplishments and
7. 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 accomplishment
Organizing: establishing structures and systems through which activities are arranged, defined, and
coordinated in terms of some specific objectives
Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining
favourable work conditions
Directing: making decisions, embodying decisions in instructions, and serving as the leader of the
enterprise
Coordinating: interrelating the various parts of the work
Reporting: keeping those to whom you are responsible, including both staff and public, informed
Budgeting: making financial plans, maintaining accounting and management control of revenue, and
keeping costs in line with objectives
To 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