homework leadership and management

Application

This unit describes the skills and knowledge required to create systems and process to organise information and prioritise tasks.

It applies to individuals working in managerial positions who have excellent organisational skills. The work ethic of individuals in this role has a significant impact on the work culture and patterns of behaviour of others as managers at this level are role models in their work environment.

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.

Unit Sector

Industry Capability – Workplace Effectiveness

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.

Performance Evidence

Evidence of the ability to:

· Use business technology to create and use systems and processes to organise and prioritise tasks and commitments

· Measure and maintain personal work performance including assessing competency against competency standards and seeking feedback

· Maintain an appropriate work-life balance to manage personal health and stress

· Participate in networks

· Develop a personal development plan which includes career objectives and an action plan

· Develop new skills

Note: if a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

· Explain principles and techniques involved in the management and organisation of:

· performance measurement

· personal behaviour, self-awareness and personality traits identification

· a personal development plan

· personal goal setting

· time

· Discuss management development opportunities and options for self

· Describe methods for achieving a healthy work-life balance

· Outline organisation's policies, plans and procedures

· Explain types of learning style/s and how they relate to the individual

· Describe types of work methods and practices that can improve personal performance

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the industry capability – workplace effectiveness field of work and include access to:

Workplace equipment and resources

Case studies and, where possible, real situations

Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Links

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://www.ibsa.org.au/companion_volumes

Your trainer will inform you of the following:

Where the toilets and fire exits are located, what the emergency procedures are and where the breakout and refreshment areas are.

Any rules, for example asking that all mobile phones are set to silent and of any security issues they need to be aware of.

What times the breaks will be held and what the smoking policy is.

That this is an interactive course and you should ask questions.

That to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn.

Ground rules for participation:

Smile

Support and encourage other participants

When someone is contributing everyone else is quiet

Be patient with others who may not be grasping the ideas

Be on time

Focus discussion on the topic

Speak to the trainer if you have any concerns

Discover how to establish personal work goals

Know how to set and meet own work priorities

Learn how to develop and maintain professional competence

Gain skills and knowledge required for this unit

1.1 Serve as a positive role model in the workplace through personal work planning

1.2 Ensure personal work goals, plans and activities reflect the organisation's plans, and own responsibilities and accountabilities

1.3 Measure and maintain personal performance in varying work conditions, work contexts and when contingencies occur

For organisational success, it is important that all leaders inspire and encourage the people around them.To be a positive role model, leaders need to have an understanding of the different leadership styles that will inspire workers to be a part of the team and to actively work to improve the organisation’s work processes and procedures.

The History - In 1978 James MacGregor Burns wrote that transformational leadership is when “leaders and followers make each other advance to a higher level of moral and motivation.”Transformational leaders need to be able to inspire their followers to change and work towards common goals and objectives.

By 1985, Bernard M. Burns expanded on this theory to define the transformational leader based on the impact that they had on their followers.Bass believed that the transformational leader gained trust, admiration and respect from their followers.

The Theory - Bass also believed that there are four different components of transformational leadership and they are:

Intellectual Stimulation – Transformational leaders not only challenge the status quo, they also encourage creativity among followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn.

Individualised Consideration – Transformational leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of each follower’s unique contributions.

Inspirational Motivation – Transformational leaders have a clear vision that they are able to articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfil these goals.

Idealised Influence – The transformational leaders serves as a role model for followers. Because followers trust and respect the leader, they emulate the leader and internalise his or her ideals. Hood writes that “idealised influence can be defined as serving as a charismatic role model to followers.”

Transactional Leadership - Where transformational leadership believes that leaders are followers, transactional leaders believe that workers are motivated by reward and punishment.Rewards demonstrate that employees are following orders whereas a punishment demonstrates that the employees are not.

Unlike the transformational leader, transactional leaders do not inspire personnel.As the prime purpose of a subordinate is to do what they are told to do, then there does not seem to be sufficient reason for team members to perceive the transactional leader as a role model.

The problem with transactional leadership is that it has limited uses and “it restricts the leader-follower relationship…leaving little room for charisma or inspiration” (Hood, p.46, 2011).

Transactional versus Transformational Leadership - Transactional leaders allow personnel to see rewards, in return for productivity.Conversely, workers learn that lack of productivity is met with punishment.In transformational leadership, leaders provide their employees with commitment, dedication and respect, working with them to develop their skills.Transformational leaders aim to take their followers to the next level and transcend their own personal limits.

Bass et al (2002) points out the differences between transactional and transformational leadership in the following table.

Transactional leadership is a management theory, whereas transformational leadership is a relationship theory. Other forms of theory include:

We are born with inherited traits.Under trait theory, some of these traits are better suited to leadership.Rather than finding ways to develop skills, leaders were found who demonstrated specific traits.These traits made them leaders.

In 1983, McCall and Lombardo researched and identified four main traits a leader should have to succeed.They are:

· Emotional stability and composure: Calm, confident and predictable, particularly when under stress.

· Admitting error: Owning up to mistakes, rather than putting energy into covering up.

· Good interpersonal skills: Able to communicate and persuade others without resort to negative or coercive tactics.

· Intellectual breadth: Able to understand a wide range of areas, rather than having a narrow (and narrow-minded) area of expertise.

Contingency theory of leadership relies on the ability of the leader to lead based on their preferred leadership style and the abilities and behaviour of their followers in different situations.

Similar in nature to situational theory, contingency theory operates on the belief that there is no single correct way in which to resolve an issue.Instead it looks at the resolving a situation based on the variables involved.

Fielder wrote about contingency theory in the 1960s.He believed that a leader’s task was a task oriented one or a people oriented.To be an effective leader, you would need to know:

· How clearly defined and structured the scope of the job is

· How much power the leader has

· The relationship between followers and their leader.

Path Goal theory identifies how an individual is dependent on motivation through:

· The level of performance they achieve through effort

· The probability of reward due to this performance

· The value of the reward

This theory is a form of transactional theory where employee is motivated by rewards.

The Great Man theories of the 19th century assumed that:

· “The leaders are born and not made and possess certain traits that are inherited; and

· Great leaders can arise when there is a great need.”

(Management Study Guide)

This means that some people are born with the necessary attributes responsible for giving them authority and power, which remain stable over time.Such leaders include Julius Caesar and Queen Elizabeth I.Top executives also seem to have these traits that set them apart from others.

The participative style of leadership aims at providing a healthy relationship between leaders and their followers. Employees are encouraged to provide opinions and make decisions in their work area. This is with the support of their leaders who will make a final decision in most areas.

The aim of this style is to assist leaders in identifying potential future leaders who demonstrate hidden talents within the team, but demonstrate them when given the opportunity and support.This style will also encourage, motivate and improve team productivity.

The main participative leadership theories by Lewin (1952) and Likert (1932) focus on team decision making.

In 1939, Lewin et al, through the University of Iowa Studies, coined the terms for different types of leadership as:

1. Autocratic – where staff did as they were told

2. Democratic – where staff had some say over their work environment

3. Laissez faire – where there was no management involvement at all and staff had to resolve issues on their own.

Participative studies emerged in the 1940s and 1950s when two separate sets of researchers from Ohio State University and the University of Michigan researched what behaviours effective managers demonstrated.The studies completed by the University of Michigan, Likert et al penned the Leadership Styles as being either:

Production orientated that requires teams to get the job done with a positive attitude; or

Employee orientated whereby management takes an interest in their staff and seeks strong camaraderie.

Stodgill and Coons at the same time referred to two ways of leading as:

Consideration, where managers nurture an environment of trust and interpersonal relations

Initiating structure where managers tightly structure and define the work of their staff.

Both of these ways of leading were integrated, rather than separate, in regards to their behaviour.For example, leaders show behaviour that is either high in providing structure to the work of staff, and high in its focus of relationships or low in providing structure to the work of staff and low in its focus on relationships.

Behavioural theories rests on the premise that leaders are not born, they are made;unlike the Great Man and Trait Theories, these leaders look at what leaders do and define success in the actions and encourage others to act in the same way.

Behavioural theory is a very large field starting from Pavlov’s classical conditioning, whereby a dog was given an unconditioned stimulus (food) which made it salivate (unconditioned response).He taught the dog that if it heard a bell, then it would receive food.After a time the dog would hear the bell (conditioned stimulus) and would exhibit a (conditioned response) where the dog would salivate, in preparation for the food.By making a connection to the bell, the dog would make an automatic response to salivate.

Another theorist, B .F. Skinner, believed that learning is a function in overt behaviour; this means that change in behaviour is a result of changes in the environment.So, if a worker is not happy with their environment they would not be as productive.As a manager, it is your responsibility to look for changes in behaviour and take action to minimise the change.

Situational leaders manage according to the situation they find themselves in.To be effective, leaders need to be versatile.

http://www.12manage.com/methods_blanchard_situational_leadership.html

The behaviour of each leader includes:

Follower commitment is distinguished by:

· D4 – High Competence/High Commitment – Very experienced on the job and comfortable with their abilities and, in some instances, more skilled than their leader.

· D3 – High Competence/Variable Commitment – Experienced and capable but may lack confidence to motivate.

· D2 – Some Competence/Low Commitment – May have some skills but won’t have the ability to do the job, as it may be new to them.

· D1 – Low Competence/ High Commitment – Lacking skills required to do the job, but has confidence to tackle it.

This also refers to the maturity of the follower.If the follower, for example is a D4, then they will probably require S3 or S4 level of management support.

To be an effective role model, it is important that you are aware of the different leadership styles ,so that you have the ability to identify and understand the level of support that your followers need.It is also essential that you demonstrate an image that the followers will look up and try to emulate.This means that you should be aware of both the strengths and weaknesses of each type of leadership and use them when they are appropriate.

Behaviours that you should demonstrate to employees include:

· Ethics - Ethical behaviour is the way in which we act.These beliefs are derived from our peers influences, family values, life experiences, personal morals and values.It is important to make sure that your behaviour reflects the behaviours going on around you.As a manager, it is important that you lead by maintaining a high level of ethical behaviour.

· Personal qualities and performance - Every action that you take as a supervisor/manager will reflect the personal image that you want to convey to your staff.If you do not maintain your image, you will not maintain your credibility; once you lose your credibility it is very hard to get it back.

To maintain your credibility it is important that you act in an ethical manner.Kehoe et al (2004, p.18) defines ethics as the ability to:

· Show how you act in the interests of all, by considering everyone you work with when making a decision.

· Treat all people equally.

· Communicate openly and honestly to develop trust.

· Show respect for other people’s decisions

· Keep information confidential

· Act honestly

· Model the behaviours you expect from other people

· Seek advice and ideas from your peers and acknowledge their contribution to your performance.

What leadership theory do you believe is appropriate for a leader who wants to be a positive role model?Discuss with class and write the main points that you agree with.

You have been given a list of behaviours a role model should demonstrate.Choose the three that you believe are the most important and explain the importance of each behaviour

Planning is a very important part of performing as a role model; your actions will assist your followers in planning their time and day to meet their goals.A common management tool that you can use to manage your day is the use and application of SMARTER GOALS.

When setting goals and objectives, it is imperative that you remain realistic.You also have to make sure that they are achievable.Smarter goals are a way of doing this.Use your consultation skills to assist in the goal setting process.They are:

Specific -Goals must be specific.You need to know how they are accomplished so that you can ensure that they are completed.When designing goals, you need to answer the following:

· Measurable -How will you measure the progress on ensuring that the goals are reached?

· Achievable- Are the goals and objectives achievable?Can they be achieved in a reasonable time period?

· Realistic - Consider whether or not the goals are realistic.For example consider the level of awareness that you want, which is 5% and the timeframe of six weeks; is this achievable within the time given by using posters, newsletters and training for staff members?

· Time based - Is the due date for the goal, reasonable?Make sure that you do not procrastinate in achieving the goal occurs.This procrastination may cause you to miss your goals.

· Ethical - Have you made ethical choices?Are the goals engaging enough to obtain the attention of the workers?

· Reward/ Re-evaluate - Were the goals completed?If they are incomplete, you need to review and re-evaluate them.

Notice that the highlighted headings above spell the acronym for SMARTER goals

Knowing that you need to plan and organise goals does not automatically mean that one knows what they are planning for.There are many plans that you will come across in the organisation.These plans include:

Your responsibilities and accountabilities will usually be set out in the:

Outputsexpressed in position descriptions or duty statements

Position descriptions outline the basic summary and details of your position, including the selection criteria and key responsibilities of the position, superannuation, position summary, type of employment and department.

A duty statement sets out the key activities and tasks of your job.The benefits of a duty statement are that it ensures that your position is consistent with others in a similar role and it can assist you in creating career opportunities. Regular review of the duty statement can assist you in determining changes that you may need to make to your personal goals so that they are aligned with your organisation’s goals.

The duty statement will provide you with your role statement, duties and accountabilities.

Statement of conduct outlining an individual'sresponsibilities/actions/performance

A statement of conduct outlines the important principles of ethical and professional conduct and each staff member is encouraged and expected to maintain this level of conduct, which may be both professional and consistent with both the organisations strategic plans and their profession’s legal requirements.

A statement of conduct will usually include:

· Working honestly and in a professional manner

· To maintain confidence and trust with customers/stakeholders and to ensure that this trust and confidence adheres to the requirements of their profession.

· To continuously improve their professional knowledge and skills to ensure that they are update with the requirements of their industry

· To provide staff with helpful, constructive and advice that is professional

Expectations of workplace performance, as expressed in a performance plan

Performance plans are used to ensure that personnel have the skills, knowledge and performance levels to operate. A performance management plan is designed to suit individuals and should be adapted to suit their requirements and the requirements of their jobs.

Understanding your performance plan can assist you in determining your personal goals.It is important that you know and understand the strategic, tactical and operational plans.When you develop your personal plans, you need to be able to identify their role in the organisation’s plans; for example, your performance plan identifies that in six months new technology will mean an update in the organisation’s computing system.To ensure that you are prepared to introduce the change to the workplace and to ensure that the new technology training is suitable for your team, you complete training so that you can assist your team in learning the new technology.

This example highlights the importance of ensuring that your personal goals are aligned with the outcomes of your position.This means that you need to know you’re:

· Outcomes: an outcome is what you will deliver or achieve in your position

· The Objective: the task that will be completed that relates directly with each outcome

If you do not align your personal plans with the job description, the duty statement or the statement of conduct, then conflict will arise.This conflict will impact on your ability to meet your goals and objectives as a manager.This conflict will also have a negative impact on your team.

Your personal plans need to ensure that you act SMARTER.Your responsibilities as a manager means that you must plan your day to complete your assigned tasks.Your accountability includes who you are answerable to.

Research suggests that high performing organisations link employee plans to strategies, but fail to make this association clear and fail to follow up.Employee plans are separate from organisational strategy.Your behaviour as an employee and leader will impact on the organisation’s objectives.

If you are unable to maintain your image as a role model that team members can look up to, then you are accountable to your superiors.This accountability can, in turn, jeopardise your position, as you will be demonstrating that you do not have the ability to meet your assigned responsibilities. This, in turn, makes you a liability to the organisation achieving its own goals.

Work with your team to ensure that their personal plans correlate with the organisation’s strategy.In your role as a role model, you should make sure that all of your team:

· Understand how their actions impact on the rest of the organisation.When employees understand where the organisation is going and how they can help achieve success, then they become engaged in the organisation and productivity will improve.

· Are rewarded for the correct behaviour.Rewards do not necessarily mean remuneration.If you are a role model, your acknowledgement of a job well done will usually be sufficient reward.

· Know where they stand.This means that you are required to continuously update staff with any changes that will impact on their outcomes.Ensure that you focus any important updates with links to organisational performance, such as areas like changes to their outcomes.

Why is it important to match your personal plan against the organisation’s plan?

What is the connection between a SMARTER goal and your plans?

Write a SMARTER goal for a six month training plan on management skills.

Performance is when you achieve your goals in an effective and efficient manner, in alignment with organisational goals. The tool that you use should benchmark your performance against others and indicate your strengths and weaknesses.

At this stage you should have determined what skills and knowledge or leadership style(s)are appropriate for your team.You should also ensure that your activities and plans align with the organisation’s plans.

To assist you in measuring your performance, you may consider using benchmarks.An organisation uses its internal processes to measure their work practices by identifying, understanding and adapting them to ensure that they are considered best in class from their competitors.In the same manner, you can use your performance appraisal to benchmark your performance.

These benchmarks can be utilised to assist you in ensuring that you monitor your performance against reliable measurements. Tracking benchmarks will also assist you in tracking your own progress and will ensure that you will make appropriate adjustments to changes in your own performance outcomes and objectives, so that you are aligned with working conditions, work contexts and contingencies.

Personal performance can be measured against feedback.Feedback provides you with important information about your behaviour or actions.Based on the feedback received, you can adjust your current and future behaviour so that your desired results are achieved.

Feedback will be covered in further detail in Section 2.3 of this learner guide.Performance may also be measured against performance reviews.Performance reviews should be conducted over a yearly basis.However, some organisations perform them more often, especially in work environments that rely heavily on performance to reach outcomes and objectives.

Performance reviews allow you to review feedback from your superiors, in regards to your performance in the workplace.They can be either formal or informal and should be utilised as a way to improve performance.If a problem is identified, then action should be taken to correct errors in your work or correct problems.

If you wish to have a performance review more often, ask your employer to provide feedback on a needs basis.By identifying a problem within a performance review, you will be catching a small problem before it escalates into a larger problem.

Performance reviews may include reviews of your:

· Work performance – this type of review will help you identify whether you are meeting the goals set up by your employer by determining whether you are meeting your outcomes.

· Working relationships – as a role model, it is essential that your working relationships are maintained in a professional manner and that you maintain your high standards.

· Basic Job skills – complacency breeds contempt.This means that if you are performing the same tasks over an extended period of time, you start to become comfortable in the position and bad habits may evolve.

There are several different performance reviews that your organisation may use.The main process is called a performance appraisal.The steps of the performance appraisal include:

Your performance appraisal can assist you in identifying areas of weakness in your skills.Once the weakness has been identified then you should take corrective action to minimise the poor performance.

What ways can you use to monitor your performance in the workplace?

Why would you monitor your performance?

Do you feel that your performance appraisal is sufficient way?

2.1 Take initiative to prioritise and facilitate competing demands to achieve personal, team and organisational goals and objectives

2.2 Use technology efficiently and effectively to manage work priorities and commitments

2.3 Maintain appropriate work-life balance, and ensure stress is effectively managed and health is attended to

There will be times in which you find yourself facing several types of weaknesses.These weaknesses may come from changes in your profession.For example, in early 2012 new Federal OHS Legislation was legalised.At the same time, new technology and changes in your professional practice may have caused you to lose track of which performance criteria you should have been prioritising.

On top of this, you may have been required to complete a course that your employer had volunteered you to complete and you may have had a personal goal to improve your management skills.In these instances, it is important to realise that you are unable to make instantaneous changes for each weakness, your course and your personal goals and objectives and the goals and objectives of your team and organisation.

It is essential that you use your initiative to determine which weaknesses you will need to prioritise first.One tool that you can use to prioritise your weaknesses and strengths is the priority matrix.

The Priority Matrix is a tool that you can use when you find that you have a lot of problems to get through.It is an effective tool that can be used to prioritise your tasks according to their level of importance, so you can know what is needed to be performed first and what can wait.

Tasks can be either urgent or not urgent.Urgent tasks need be to done immediately because they need immediate attention and are usually take our time as you may be under pressure to get them completed.The non-urgent tasks are tasks that need to be completed in the future such as later that day.

Tasks can also be either important or not important.Important tasks must be performed and are usually essential to the importance of business operations in areas such as customer service, financing and planning.

Tasks that are not important are those that are not essential and can be completed at any time.

The Priority Matrix is split into four sections.Look at your weaknesses and list them.Place the weaknesses into the boxes below within the matrix.Once you have allocated the tasks into the appropriate quadrant, you should now focus on each quadrant and allocate a number into the order of importance for each task.

List the tasks that you are required to perform in the workplace and assign them with the appropriate quadrant.

If you do not have any tasks that you believe appropriate, use the list of tasks provided early in this section of the learner guide.These tasks are the tasks that you need to perform to ensure that you improve your performance by increasing the skills and knowledge required to improve your weaknesses.

Once you have completed the task, use the space below to prioritise the tasks and activities.

1. _________________________________________________

2. _________________________________________________

3. _________________________________________________

4. _________________________________________________

5. _________________________________________________

6. _________________________________________________

7. _________________________________________________

8. _________________________________________________

9. _________________________________________________

10. _________________________________________________

When you prioritised these tasks, did you consider the documents that you needed to correctly prioritise the tasks?Did you discuss the tasks with peers and supervision?If yes, what did you use? Why?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

If you did not use other documentation or consult with other relevant personnel, review the tasks. Consult with a team member or your superior and determine whether the answer if different.

1. _________________________________________________

2. _________________________________________________

3. _________________________________________________

4. _________________________________________________

5. _________________________________________________

6. _________________________________________________

7. _________________________________________________

8. _________________________________________________

9. _________________________________________________

10. _________________________________________________

It is important to make sure that you discuss the order that you prioritise your tasks so that you meet the objectives and goals relevant to your position. Your position description and other documentation should be utilised to ensure that the order in which your task is prioritised does not relate solely on what you believe should be more important, but on what will actually be the organisation’s requirements.

Feedback is an important tool in this process.It is important that you use feedback to improve the way in which you perform an action.Feedback will be discussed further in Section 3.2 of this Learner Guide.

Once you complete the prioritisation of your tasks, use can use the attached action plan (Appendix Number One) to use as a document to assist you in managing your work priorities and professional development.

Technology is a tool that you use to improve your performance so that you can meet your organisational objectives.To obtain the most efficiency in your technology, you need to make sure that you use the appropriate technology to manage your work priorities and meet your commitments.

For maximum efficiency on your computer, you should:

· Create folders (directories) for electronic documents

· Create folders (directories) for emails and faxes

· File electronic documents in the correct folder

· Put the most used folders on your desktop.

Most computers will have the following computer applications.These applications, when used correctly, will improve your effectiveness and efficiency.Computer software includes:

Database -a database is the way in which information can be reduced so that the amount of information generated is minimised.Data is reduced by grouping and categorising that data so if fits one program.

Relational databases are very popular within organisations. Data is represented in a mathematical way through tables with columns and rows.Each table should describe an entity such as an asset or customer.The columns represent ‘fields’ of information that represent information.

Databases are usually used to:

· Maintain customer records in terms of contact details, orders and payments

· Research data and establish a library catalogue

· Identify the relationships between training and meeting organisational objectives and goals.

A database can be designed as a way in which to increase the security of your data.This allows you to obtain information that can answer questions.

Databases can be designed to:

· Create forms

· Design tables

· Produce reports

· Complete searches and analyses

Word Processing - word processing documents such as Lotus and Microsoft Word are an important program for business and individuals. Word processing documents that are created to reflect the organisation’s image must be professional-looking and visually appealing.The beauty of word processing programs is that they can demonstrate information in tables, graphs and other formats.

Word processors are an excellent way in which to communicate information and maintain an ongoing hard copy of events that occur within the organisation.As a manager, you will come to rely on information in word processing documents to provide you with historical information that can communicate what you have done and why you have done it, identify errors or ways in which to improve.

These documents are produced quickly and have improved the efficiency and effectiveness of your work environment. Today, many organisations are purchasing visual processors.As the workplace become more dynamic and the demands on time increase, more and more businesses are relying on technology to process information.

To save time, less business personnel are travelling.Instead they attend meetings from their office.These visual meetings save not only time, but also increase the efficiency and effectiveness of an organisation’s operations.

Project Management - To manage your personal work priorities and professional development you may consider using project management.Project planning tools are an excellent way in which you can meet your goals and objectives and ensure that you are meeting your personal goals.Programs such as Microsoft Project and Visio can assist you in developing the tools for project management.

Visual diagrams are more appropriate for the decision making process.Visio produces concept maps, diagrams, flow charts and mind maps.Using visual information provides you with an opportunity to use both sides of the brain.

The left and right sides of your brain processes information in different ways.The left side of the brain is used for managing, thinking in a logical manner, using rationality and is skilled at sequencing ideas, whereas, the right side of the brain uses visuals to form answers, is the dreamer, solves problems intuitively and is skilled at showing relationships between ideas.

It is the right side of the brain that visual aids to assist in the decision making process.A visual aid will allow you to see ideas and form relationships that may otherwise not have been formed to improve productivity and improve your skills and knowledge so that you reach your organisational goals and objectives.

Electronic diary and Personal Digital Assistant (PDA) -Personal Information Managers (PIMS) such as electronic diaries and PDAs are used more and more to assist in the effective and efficient running of their business or position.Records such as appointments, phone calls, meetings and contacts can be found at yourfinger tips.

Searching for information requires a mere tap of keys with a search browser; this will improve your efficiency and saves the time you would spend searching laboriously through a paper diary.

The main advantages of electronic diaries and PDAs are that:

· You can edit information without having to resort to liquid paper or scribbling in the diary

· You can search for information by entering the person’s name and viewing information about them quickly, instead of wasting time trying to manually find the same information in paper diaries,

· They can remind you to attend appointments by leaving short reminder messages

· You can view your data is needed.You can also switch through appointments as required.

The most efficient and effective use of the electronic diary or a PDA is:

· To ensure that you leave the technology turned on. You will waste time if you keep the technology turned off because you will need to wait for it to start

· Back the data up once a week

· Print out weekly schedules.

If the technology is lost or a power failure zaps your files, at least you will have back files to refer to.

Using the technology that you have access to, use the appropriate computer applications to present the data in Learning Task Four. If you do not have access to the internet, discuss which application/s you would use?

Print the document.Why did you use this application/s?

Use an electronic diary, a PDA or your phone to list the functions in your diary.Do you believe these functions will assist you in improving your performance?How?

Your effectiveness and efficiency can be maintained when you maintain an appropriate work-life balance and control your stress levels.By reducing stress, you will increase happiness, which ensures that you are productive in the workplace.

Organisations are culturally changing to provide and manage work-life balances to assist workers in implementing work/life strategies, focusing on their specific needs, which are aimed at attracting and retaining employees.Organisations realise that working with employees to meet their personal needs improves productivity, while ensuring that their own goals and objectives are being met.In turn, these employers save money due to an increase in productivity and a return in investment.

If your personal goals and your employers goals are out of alignment, then your level of stress rises.When your stress levels rise, you:

· Suffer fatigue;tiredness causes your work productivity to lessen and this can have a negative impact on your credibility and your position as a role model.Increases in stress due to frustration when your personal goals are not met, can also lead to dangerous and costly mistakes

· Lose time with friends and family; by missing important family events or milestones, you may feel left out and harm your relationships, which will increase your stress levels

· Have more trouble meeting employer expectations, especially if you work more hours.The expectations of your employer will rise and this will have a negative impact on your productivity.

To maintain a good work-life balance, it is essential that you take control of your time.To maintain a work-life balance:

· Manage your time safely.Delegate activities wisely when you are unable to keep up.This means that you should take the time to learn what your staff want to know and then delegate work to show trust to your team members and to build their confidence.You should determine which skills and knowledge your team members would like to learn and then delegate tasks accordingly.

· Learn to say no.If your time is already over burdened then you need to negotiate with senior management to re-allocate your duties.You can also delegate your activities to other employees within your team.

· Take advantage of flexi hours if they are available to you.Many managers and employees now negotiate their time so that they vary their hours, share their jobs or arrange for flexible hours in their contracts of employment.

· Should make sure that you leave work at work.Technology allows you to connect at any time at any place and no boundary can be made unless you set your boundaries.

· Boost your support system to assist you in ensuring that you maintain a quality of work life.This means that you need to nurture yourself.

· Should nurture yourself.This means that you should participate in physical activity and ensure that you obtain enough sleep.You should also take eat healthy foods.

If you find that you are unable to maintain a healthy lifeand work life balance, then you need to obtain professional assistance.Many organisations employ counsellors and mental health professionals as part of their employee assistance program (EAP).Organisations design EAPs to enhance the emotional, mental and psychological wellbeing of all employees and if necessary the needs of the family.

The aim of an EAP is to provide preventative and proactive interventions for the minimisation of personal problems that may affect performance.Employee assistance may include interventions such counselling, physical fitness access (such as discounts on gyms) and assistance for gambling, addictions, depression, anxiety disorders and communication problems.

What is the connection between work-life balance and stress?

What can you do to get a work-life balance to minimise stress?

3.1 Assess personal knowledge and skills against competency standards to determine development needs, priorities and plans

3.2 Seek feedback from employees, clients and colleagues and use this feedback to identify and develop ways to improve competence

3.3 Identify, evaluate, select and use development opportunities suitable to personal learning style/s to develop competence

3.4 Participate in networks to enhance personal knowledge, skills and work relationships

3.5 Identify and develop new skills to achieve and maintain a competitive edge

To ensure that you maintain organisational standards, it is important that you take steps to monitor and assess your performance.It is important that you utilise your job description, duty statement or statement of conduct as a tool to measure your professional competency.You need to also gain access to your performance appraisal and any tool that you have used to monitor your professional competency.

These documents can assist you in determining your level of personal knowledge and skills.You have determined ways in which to prioritise your activities to ensure that you work efficiently and effectively.It is important that you also take steps to monitor your performance.

Performance can be measured in several different ways including:

· Observing people’s reactions to you - for interpersonal relations and to reinforce your position as a role model, take the time to observe whether personnel react to you in a positive manner.Particular attention should be paid to the body language.Is it open?Is it closed?

· Maintaining records of the number of times that personnel ask for your opinion - if no one asks for your opinion, a red flag should be raised.You have either intimidated them and they will not approach you or they do not respect your opinion.Do not make assumptions. Gather feedback to find out what you have done wrong.If you are a role model, you need to find out what you are doing wrong. Once you find out what you are doing incorrectly, take corrective action.

· Exposure to other members of management - Communication is a two way process.It is important to know what other members of management think about your skills and knowledge.Observe their skills and knowledge to assist you in identifying ways in which you can improve your own personal skills and knowledge.

· Share information - Managers have a legal obligation to ensure that they share OHS information with staff.This information should also be supported with any information that will assist your team in the decision making process.Failure to provide and share information can mean that your team will not make an informed decision.

Informed decisions can only be made when staff is provided with sufficient information to make a decision that will assist them in meeting their job outcomes.When you fail to provide this information, staff will not meet their objectives and goals and this can cost the organisation.You will also lose the trust of your team and this will affect your reputation and credibility as a manager.

So, how can you ensure that you are demonstrating sufficient skill and knowledge to ensure that you demonstrate the appropriate skills and knowledge?

Competency standards can be used to measure the level of your performance.A competency standard is a document used as a frame of reference by your employer to determine how they expect the job and the performance of the job to be done and to determine how competent you are at your job.Competency standards aim to ensure that you can perform are a specified minimal level.

The two main types of competency standards are:

· Nationally endorsed units of competency consistent with work requirements

· These are recognised nationwide and service as a basis for assessment and the issue of formal qualifications.

· Enterprise-specific units of competency consistent with work requirements

· Organisational standards are in-house and specific to your employer.

In-house standards are developed to ensure that you meet the minimal level for your employer.If you identify weaknesses in competency standards, corrective action should be taken to address the issue.

The following table can be used to assist you in assessing your personal knowledge and skills.

It is also important that you seek feedback when you complete this form.Listening to the opinion of others will allow you to obtain a clear picture of your level of competence from other perspectives.

Choose four personal skills and knowledge that you have.Compare the skills with the competency standard?What is your actual performance level?If it is necessary to improve your performance how would you do it?

Feedback is an excellent tool that you can use to determine where you need assistance and how you can improve.Your performance appraisal is an excellent way in which to confirm what is expected of you.

Feedback in performance can be received in two ways.These are through constructive feedback and through positive and negative feedback.

Negative feedback does not mean that your performance is bad, but rather that performance can be improved to better ensure that outcomes are reached.Negative feedback should clearly identify that you need improvements.

Positive feedback highlights the fact that you are doing your job correctly, by demonstrating the appropriate behaviours and performing the appropriate actions.This does not mean that you should be complacent.Instead you should consider ways in which to improve your own performance so you can meet the requirements outlined in the next benchmark.

When you receive feedback, make sure that you consistently:

· Listen carefully to make sure that you understand what the other person is telling you

· Ask questions to clarify what you are being told

· Acknowledge all mistakes and achievements

· Be patient even if you do not agree with what is being said.

Do not become defensive.Accept the feedback and thank the person giving feedback.You are asking for the feedback.It is important that you maintain your image as a role model to look up to.If you are defensive, consider the message that you are passing to your team members.

A form of feedback that can be used to gain a better understanding of your strengths and weaknesses is 360 Degree Feedback. 360 Degree Feedback is the process where employees, peers, other managers and other personnel can provide managers with feedback about their performance/

This form of feedback should be performed either in a survey or on-line.A group of eight to twelve individuals will be required to complete a feedback form about each other’s workplace competencies.The feedback is anonymous and their responses aim to provide you with information about your strengths and weaknesses.

360 Degree Feedback is used in two ways:

· To measure employee performance (such as through the use of a performance appraisal)

· As a development tool to recognise your weaknesses and strengths so you can identify where you may be required to take corrective action.

360 DegreeFeedback provides you with constructive feedback that assists:

· Managers, by saving time

· In team development

· Personal and organisational performance development

· Reducing the risk of discrimination

· Can assist when a training needs assessment is required by your employer to help you identify areas in which you can improve and professional development strategies to close the gap between actual and expected performance.

Feedback, no matter how it is given should be used as a way in which to improve your performance.If feedback highlights yours strengths, then find a way in which to improve your strengths by creating more personal benchmarks.

Be proactive in your approach to feedback.Demonstrate to your team members that it is okay to ask for feedback.You can obtain feedback from:

· Colleagues at the same level and more senior managers

· Internal or external customers

· People from a wide range of social, cultural and ethnic backgrounds and with a range of physical and mental abilities

· Team members

Demonstrate that it is acceptable to ask for feedback.Make sure that you treat all personnel equally, professionally and with the same level of consistency.Assure personnel that you will handle all feedback confidentially and make sure that you reinforce the trust that you have established with them.

Do you feel that you need to ask for feedback when you need it? Why?

Give an example of a time that you received negative feedback?

Should you be offended by the feedback?What do you think you should do with the feedback? Why?

A learning style represents “how individual choices made during the learning process affect what information is selected and how it is processed” (DeSimone et al, 2002, p.102).David Kolb believes that each individuals learning style is based on that person’s preferred mode of learning.People have four basic modes of learning and these include:

· Learning through feeling

· Learning by feeling

· Learning by watching

· Learning by doing

Most people learn through two of these modes of learning.For instance, you could be:

· Convergent – learn by thinking and doing

· Divergent – learn by watching and feeling

· Assimilation – learn by thinking and watching

· Accommodative – learn by feeling and doing.

Action learning is the process of challenging what works for others and use that learning to improve your own processes.Action learning can occur when a group of people get together to help each other learn from their learning experiences.It is the process of learning and reflection, with the support of your colleagues to find the best way in which to meet your organisation’s objectives.

Action learning holds the belief that learning is experiential.By reviewing processes continuously using Kolb’s learning cycle, you will be able to identify through experience the best method to use to meet your goals.As trust is developed within a group, the team will work actively to improve the process.

Action learning also encourages, empathy and active listening and allows participants in the group to learn new skills. Action learning is an excellent way to evaluate and refine improvement proposals.

Action learning is “learning for concrete experience a critical reflection on that experience –through group discussion, trial and error, discovery, and learning form and with each other.It is a process by which groups of people address actual workplace issues or problems..to develop solutions” (Zucker-Skerritt, 2002, p.115).

Experiential experience is one method in which action learning can occur

Action learning is simple; it offers you a method in which you are raising learning from an unconscious to a conscious level through techniques of questioning that probe problems, so knowledge becomes more obvious.(Please note that these definitions have been adjusted to suit the improvement process and that the underlying meanings are still the same).

For action learning to succeed, there are three major components that should be present.These components of action learning are:

· The client/sponsor/organisation supports the program financially and if necessary, morally.

· The improvement aims and tasks are to solve complex problems (all problems no matter how simple can be major if you do not obtain and maintain management support).

· The team of action learners conduct the project.(If you work with a group of people where improvement occurs, you will usually find that everyone is consulted and asked for feedback. (Zucker-Skerritt, citing Pedler, 1997).

· Definition of a problem

· An appropriate evaluation of both learning and the outcomes (Zucker-Skerritt, siting Dick, 1991).

The outcomes of action learning for the stakeholders can include:

· Understanding of group processes and organisational change.

· Improved understanding between sections of the organisation.

· Ideas for future projects

· New skills

· A concrete outcome of benefit for the organisation and group

· High proven returns on investment in the action learning program.

For the above actions and outcomes to occur, you should be working within a collaborative learning culture.

The success of action learning programs is based on the ability of the teams to have values that include:

· Openness, trust and collaboration

· Team spirit, respect for diversity

· Tolerance of mistakes from which we learn.

Coaching is the process where personnel are assisted in defining and achieving their goals.The aim of coaching is to improve performance and move towards another benchmark.An effective coach is one who solves problems in a solution-focused context.

Coaching works in different ways for everyone.The aim of coaching is to:

1. Generate goals that are achievable and realistic

2. Develop an action plan

3. Monitor progress.

It is important to make sure that you stay focused on achieving your goals.Trained coaches build rapport and ask questions to create awareness of the person that they are coaching.Good questioning techniques allow the coach to facilitate the person they are coaching and ensure that they achieve the desired outcomes.

Job rotation is a process in which you can develop your skills by moving into other positions within the organisation. This is called shadowing. Job rotation should be used when:

· You intend to advance your career

· To motivate and stimulate employees who have been in the same position for a long period of time

· To broaden your knowledge

· To learn what other departments do

Job rotation can be used to ensure that you:

· Link the jobs that you rotate into correlate with the skills and knowledge that you are trying to develop

· Determine whether the expectations and learning objectives match the job skills you need; and that your

· Expectations are being met.

Technological innovation and development mean that your workplace is forever changing.This means that induction is an ongoing process.As the organisation changes, it is important that you participate in the training and learning that will introduce you to the changes.

For example, in 2012 a national OHS legislative scheme was introduced to all Australian State/Territory areas.This means that the OHS legislation will be consistent across Australia and some of the State/Territory legislation will change safety in the workplace.Even though learning may not be a formal event, staff will be inducted into the changes as part of their ongoing learning.

Induction programs require that workplace:

· Information is kept up to date

· Personnel are given opportunities to develop rapport, share knowledge and experiences to develop positive working relationships

· Information provides you with the big picture so that you can further develop your skills in alignment with changes to the workplace

· Create a confidence in your ability to fulfil your role successfully.

Successful implementation of mentoring programs only occurs when planning and design of the mentoring program is prepared correctly.This means that an effective communication and feedback strategy should be developed.Mentoring relationships need to be developed on trust and the acknowledgement of the benefits it will give you.

Mentoring should be performed to develop staff, as part of your induction, career advancement and supporting staff that are returning to work.A correctly run mentoring program should build self-esteem, fulfil their own developmental needs and expose mentors to new ideas.

Conversely, mentees obtain the support in the targeted developmental activities arising from performance appraisals.It also minimises the chance of mistakes being made as a second opinion is asked for before the mentee takes action.This feedback gives the mentees feedback about their own performance through their exposure to the mentor.

A good mentoring program has:

· Clear program goals

· Clear responsibilities and limits to expectations for both the mentor and mentee

· Information that is easily accessible

· Sufficient resources to develop knowledge and skills

· A co-ordinator who monitors and manages the day to day operations of the programs

· Voluntary participation from both parties

· Matches of mentor skills based on selection criteria based on the mentee’s needs

· Support using training modules and management; and

· Party agreement that outputs and outcomes are monitored against mentee needs according to their performance review or requirements.

For a successful mentoring program, it is that:

· Management demonstrate support for the program

· That the needs of the mentee are clear and mentoring is a good solution in fulfilling the mentee’s needs

· Mentors know who their mentees are and what their goals are

· Both parties share ownership of their partnership so that support is encouraged

· Resource needs are identified and action is taken to procure the resource needs

· A time line is measured

· Outcomes are clearly measured using the appropriate tools to measure performance levels

· You are clear on how the program is designed and evaluated in terms of degree of formality, learning styles, amounts of mentors

· All participants attended orientation on their mentoring program

· That problem solving processes are put in place to minimise risk

· The role of all participants is clear.

The roles of each party to the mentoring program must be clear.The following table lists the possible participants of the mentoring program and their possible roles and responsibilities inside that plan.

· Structured training is offered by organisations, such as RTOs to meet the training needs of personnel to enhance their skills. Structured training programs include:

· The training programs objectives and the type of work involved

· Details of the training tasks to be learnt and demonstrated through training

· The location where training will occur

· Details of the training

· Duration and timeframes for the training task

· An audit of personnel’s skills is undertaken and what training needs to be completed

· The learning outcomes and what needs to be assessed.

Structured training programs may include learners completing Certificate or Diploma courses through a nominated external provider.

Based on the table that you completed in Learning Task Eight, write a report on the corrective action that you would take in:

Developing your skills based on your actual performance level to the organisation’s standards.

Write this report using the appropriate computer applications or software.

Networks are made up of groups who exchange information and ideas based on common interests.Networks will help you build contacts while developing your interpersonal skills.The contacts that you make will provide you with the opportunity to:

· Forge alliances which can provide you with industry information and give you opportunities that you did not think you could obtain access to.

· Generate information.There may be times when you receive conflicting information. By building relationships with the network, you will be more informed and can make decisions based on reliable contacts.

· Assist during negotiations in that you could obtain special prices during a meeting that would allow you to under bid a competitor.

· Assist in the development of your staff.When you are developing staff, members of your network can provide you with up to date information that can assist you in making informed decisions on whether to train staff in house or externally based on your needs.

Networks will give you an opportunity to communicate, learn new skills and develop.Networks will inform you about:

· The latest trends

· New information

· New problem solving techniques

· The latest technology and how it can benefit you.

Business contacts and networks may include the following groups and individuals within them:

Departments or branches of the organisation - Other departments such as the purchasing department can keep different work sites up to date on market trends or in the case of the purchasing department, the cost of goods purchased.

Organisations with industry linkages - Your organisation purchases goods from suppliers for their office and technological needs.These organisations are an excellent source of information.They will introduce new innovations and give you a competitive advantage by keeping your organisation up to date with changes and trends within the industry.

Organisations with similar industry functions - Some organisations deal with sub-contractors.Other organisations may deal solely with commercial organisations.As a part of that partnership, each organisation may receive up to date information, that they will automatically update their partners with.

Potential and current clients - Current clients can be leads for potential clients.It is important to form relationships within your networks so you can listen for potential clients.All of your contacts can become potential clients.

Networks may be either formal or informal.Informal networks comprise of staff from other organisations.You may not become a member of a network until you obtain credibility with other staff and your colleagues and peers.

Formal networks can include joining associations aimed at providing information specifically to your industry.For example, Certified Practicing Accountants are usually members of CPA Australia.

When you start to network you need to:

· Develop the confidence that will allow you to greet strangers at conferences

· Set up a file of contacts

· Know where and when you met these people

It is important that you display:

· The correct interpersonal skills.

· Active listening skills; take note of what you are told and remember to maintain eye contact

· Positive questioning skills,such as showing interest in what they are saying and acknowledge the answers to questions that you are asked.

Smile and be pleasant using open and close ended questions.Open questions start with What? Why? Where? How? Open ended questions need more than a yes or no response.Close-ended questions only require a yes or no response.

Make sure that when you meet other personnel or potential members of your network, they you remember:

· Their names, the company they work for and their special interests

· To exchange business cards

· To plan ahead

Act professionally at all times to ensure that you maintain your credibility with your peers.

You can network in a variety of places.Begin by deciding the best places that you may networks.You might include:

· Your workplace

· Formal associations

· Business functions

· Trade fairs

· Community groups

· Classes and post-graduate courses

Every person that you meet can prove to be a valuable source of information so make sure that you are aware of your work environment.Know the people that you work with and listen to everything that you are told.

Maintain confidentiality and never speak without thinking.You may be speaking to a professional networker who is very experienced and you may unwittingly give them inside information about the company you work with.

Communication is integral of the networking process.Make sure that you maintain contact with all of your networks and that you respond to them when they contact you.Use their preferred communication methods.For example, a busy manager may prefer an e-mail which they can peruse at their leisure, whereas a manager in a slow paced position may prefer a telephone acknowledgement.

It is essential that you are consistent with your networks.As a role model, it is important that you demonstrate the same level of integrity, trust and empathy that you would demonstrate to your team.Everyone should be treated equally.

This means that to demonstrate:

Integrity- everyone must see that you have a high level moral principle and professional standards when you interact with them.

Ethical standards - whereby you follow a level of conduct that is governed by your group or industry.

Empathy - in which you demonstrate sensitivity to other’s feelings.

Treat people how you want to be treated by demonstrating positive behaviour such as:

· Being hard working

· Showing respect

· Being positive

· Co-operating; and

· Being loyal

· Demonstrating confidentiality

· Following your duty of care

· Ensuring that you do not demonstrate any discriminatory practices

· That you take steps to ensure that you do not participate in any activities that are a conflict of interest.

Briefly review the work network that you are a member of.If you are not a member of a network, briefly outline how you would develop a network.

How could you improve your network?

What would you need to do to maintain your credibility?

To maintain a competitive edge in your industry, leaders need to make sure that they continuously update their skills and knowledge to ensure that they are reactive to the needs of the organisation.We have already established that two ways in which to improve your skills is by:

1. Using your job description, duty statement or statement of conduct to identify whether you are meeting the organisation’s standards.

2. Using feedback from work colleagues, peers, clients and associates to identify weaknesses in your behaviour, skills or knowledge.

In both instances, where you identify behavioural, leadership knowledge and skills, you arrange to ensure that you bridge the gaps between your organisations standards or your personal goals.

Another way in which you can maintain a strong competitive advantage is to be proactive in identifying changes within your industry to identify deficiencies in your skills and taking action to breach that gap before the change is implemented.By being proactive, you are learning the skills before your competitors.This means that your clients will be ahead of their competitors if you are proactive in areas relating to them.This will not only increase your organisation’s credibility, it will also mean that you will also increase your organisation’s bottom line.

Not only will you be ahead of your competitor, you will also build your credibility within your network and with your client.

To achieve success:

· Try to be proactive.Look at the changes that will be occurring in the market (such as technological innovation) and take steps to ensure that you update your skills.

· Try to solve problems and ask for other people’s opinions.People have different experiences and may give you a perspective that you did not originally consider.

· Challenge the way you do things.By trying new things, you may actually find ways in which to increase your performance.

Consult with team members and where appropriate consult with your:

· Mentor or coach:a coach is usually someone you can learn from, whereas a mentor is someone you can learn from but also use as a role model.Both mentors and coaches will support you and assist in the learning process.

· Training Manager:if you work for a large organisation take advantage of the in-house training offered to most staff.It is part of the training manager’s job to ensure that the training offered meets workers needs.

· Colleague:approach colleagues who may be in a position to assist you.They may have already achieved the goal you are trying to attain.Know what your colleagues can do.If you knowwhat they can do, you can save time by approaching them directly.

· Trainers and Consultants:consultants can advise you on what learning strategies you need to follow to complete a task.If the consultant cannot assist you, contact your trainer and they can recommend how you can attain your learning goals.

In short, you should know:

· What you want to achieve.If you need to learn a specific task, know exactly what that task is for and what steps you need to follow to attain a competent level

· What you need to achieve.Be clear on what the goals are and what the end product is.If you are unclear of the results, then you could be wasting time.

· The advantages of what you are doing.Success means that you are saving time and money.You may also be obtaining credibility.

What resources do you need?

When planning activities, be clear on what resources you will need to achieve success.When participating in a new task, you may need to be aware of any legislation that may impact on your task.If you are unsure, consult with the appropriate legislative party.

What training may you need to participate in?

By following these steps, you should be able to stay on top of changes. This will assist your organisation in their goals to maintain a competitive edge over your competitors.

How do you develop new skills to have a competitive edge in your industry?If you do not develop new skills, go to the next question.

What skills do you need to develop a competitive edge in your industry?

How would you develop those skills?

Nearly there...

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an opportunity to revise the entire unit and allows your trainer to check your knowledge and understanding of what you have covered. It should take between 1-2 hours to complete and your trainer will let you know whether they wish for you to complete it in your own time or during session. Once this is completed, you will have finished this unit and be ready to move onto the next, well done!

Congratulations!

You have now finished the unit ‘Manage Personal Work Priorities and Professional Development’

Project: Date:

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Resources Needed:

· Burke, R. J., &McKeen, C. A. (1989). Developing formal mentoring programs inorganizations. Business Quarterly, 53(3), 76-79.

· Bass,B. M,(1985). Leadership and Performance. N.Y: Free Press.

· Bass, Cacioppe, Gronn, Hughes.et.al, Popper &Zakkai by VanishaBalgobind in June 2002 “The impact of Transformational Leadership on Subordinate Job satisfaction” dissertation work –. Comparison studies of different transformational authors.