EDEXCEL LEVEL 7 BTEC EXTENDED DIPLOMA IN STRATEGIC MANAGMET AND LEADERSHIP

UNIT 1: Developing Strategic Management and Leadership Skills

Submitted to:
FRANCIS ADEWUSI

Submitted by:

SIBGHATULLAH RANA

Table of Contents

Abstract: ........................................................................................................ 3 Introduction:.................................................................................................. 4 Aims and Objectives: ..................................................................................... 4 Research Methodology: ................................................................................. 4 Task 1: ........................................................................................................... 4

Define Management: ......................................................................................... 4 The similarities and differences between management and leadership? ............. 5 Review the contributions of the following people to the Strategic Management and Leadership Concept: .................................................................................... 6

Frederick Winslow Taylor:..................................................................................................... 6 Henri Fayol: .......................................................................................................................... 8 Max Weber: ......................................................................................................................... 9 Elton Mayo ......................................................................................................................... 10 Theory X and Theory Y: ....................................................................................................... 11

Task 2: ......................................................................................................... 12

Define the Leadership: ..................................................................................... 12 Different Leadership styles: .............................................................................. 12

Task 3: ......................................................................................................... 13

Outline the factors that a leader should consider before deciding the best fit leadership style in any given situation using the continuum leadership approach. ........................................................................................................................ 13

Task 4 .......................................................................................................... 16

Now that your promotion and appointment has been confirmed how would you manage and lead your previous colleagues and the organization as a driver, enabler, and constrainers using the concept of emotional intelligence? ............ 16

Task 5 .......................................................................................................... 18

Select and explain the leadership theory that will be applied to the following stages of your organization and explain their impact on the organization strategies Birth, Growth, Maturity and Decline? ............................................... 18

Task 6 .......................................................................................................... 20

Your organization identifies that the business operating indicated more opportunities for growth therefore it is important to start preparing for future leaders. Prepare two different methods for the management to review current leadership requirement in order identify future leaders in your organization? .. 20

Task 7 .......................................................................................................... 22

Select three of the following expansion strategies and prepare the plan for the developing future leadership requirement for the strategies selected. ............. 22

Task 8 .......................................................................................................... 25

Evaluate different methods that you will use for developing leadership skills in order to introduce, plan, lead and implement a change for your organization to establish a learning and development culture? ................................................. 25

Conclusion: .................................................................................................. 26 Recommendations: ...................................................................................... 26 References: .................................................................................................. 26

Abstract:
This report is about Developing Strategic Management and Leadership Skills which explain the link between management and leadership and leadership theories and strategies that
3

supports the organizational direction with the aim of assessing current leadership requirements in order to development future leadership skills for a specific situation.

Introduction:
My research is the requirement of EDEXCEL Level 7 Extended Diploma in Strategic Management and Leadership and consists on Developing Strategic Management and Leadership Skills in order to make best mangers and leaders for the future. This research practically applies the management and leadership theories in corporate world for better understanding as our awarding body require.

Aims and Objectives:

To understand the relationship between the strategic management and leadership To apply management and leadership theory to support organizational direction To plan future situations requiring leadership To assess leadership requirements To plan the development of leadership skills

Research Methodology:
For my research, I will use both types of data collection methods primary and secondary. First hand data I mean primary data, I will collect from my class room discussions and my teacher. Secondary or second hand data I will collect from books, journals, websites, and earticles etc.

Task 1:
Define Management:
Businesses are run for the benefits of stakeholders so this definition describes the main responsibility of the management to carry out the business by solving the problems and managing the ups and downs in business life.

Management is the process of planning, organizing, leading and controlling the energies of organization members and of using all other organizational resources to achieve stated organizational goals According to this definition management process included four management activities planning, organizing, leading and controlling. These four activities are the core base of management. All the management concepts are based on these four main activities.

The similarities and differences between management and leadership?

Some commentators use the word leadership and management as a same word according to them they were synonymous with each other and they can be used as interchangeably. On the other hand some commentators use the term leadership and management in quite different senses they think these are two activities in an organization. According to my opinion that the success of business highly dependent on both capable inspirable leadership and sound and effective management. There are some common points between leadership and management: i. Goals accomplishment: The responsibility of both leaders and managers is to manage the employees of the organization in order to achieve the organizational goals. ii. Direction setter: Both are contribute their knowledge and skills to run the organization according to the strategies and objectives that sets by upper management. iii. Manage individuals and group: Leaders and managers both are responsible for a team of employee, its mean they have a group of employees and this group work under them and their direction. iv. Influencing and motivating others: They take work from employees by influencing and motivating them through different type of techniques. v. Managing Resources: They manage organizational resources such as personnel and others. So similar points are between leadership and management are objectives accomplishment, influencing others, working with others, team management, vision setting etc. As we describe earlier there is a another school of thought who think there is a difference between leadership and management. Some points of differences are:
5

Management (Managers)

Leadership (Leaders )

1. Management focus on structure and Leadership focus on teams and individuals system 2. Managers people who are result or Leaders people who are energetic and work oriented relationship oriented

3. Management organize and control Leadership links and motivates the people the people and solve problems and inspire them

4. Managers have short range view. Leaders have long rage perspective. They They consider that time problem try to build long-lasting relationship with others 5. Managers develop rules and policies Leaders develop teams and work

and then find people who follow environment and make them enable to them understand and follow organizational rules.

6. They

maintain

incentives

for They inspire the followers from these incentives and motivate them They build trust Produce and intend change

subordinates 7. They build controls 8. Produce and intend orders and goods

Review the contributions of the following people to the Strategic Management and Leadership Concept:

Frederick Winslow Taylor:

Frederick w. Taylor is considered to be the father of scientific management. He was the mechanical engineer. He exerted a great influence on management principles and thoughts through his experiments throughout of his life. Scientific Management called
6

for optimizing the way that task were performed and simplifying the jobs enough so that workers could be perform work with a specialized and a best way. Following are the four principles of Scientific Management: 1. Scientific Job Analysis: They develop a science for each element of a mans work, which replace the old rule of thumb method. In this point he suggested that job must be break down into smaller and manageable task and each employee must be given a smaller part of the job in order he learn better his task and perform in a best way. 2. Scientific Selection: They scientifically select and then train, teach and develop the workman, whereas in the past he chose his own work and trained himself as best he could. This point of theory describes the concept of right person for right place. 3. Management Cooperation: They heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. He suggested workers must be given financial incentives if they perform extraordinary and punished if not. 4. Functional Supervising: There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the workers. In this point he suggested the concept of Division of Labour. In which each person can be given the task according to specialization and reward according to the level of performance known as stick and carrot.

Limitations: 1. This approach provides only one method of motivation and ignored others such as job satisfaction. 2. The employees cannot contribute their ideas into the organization activities and decision making process. 3. The task repetition may be become boring which leads to tiredness and job dissatisfaction.

4. This approach ignored the individual differences in the term of skills and knowledge.
Henri Fayol:

Henri Fayol was a French management expert whose theories and concepts in management and organization of labour were widely accepted and implemented all over the world from the beginning of 20th century. He was a mining engineer. He analyse the work of supervisors and managers and discovered that the job is about administration. Thats why he known as father of administration. He suggested that managers job is to ensure that employees worked effectively and efficiently. 14 management principles developed by Henri Fayol are as follow: 1. Division of labour: It refers the division of work among the workers. It brings specialization which increases the efficiency. 2. Authority: Authority is the power to give the orders to the subordinates. Responsibility means the duty which is expected to perform by the subordinates. 3. Discipline: It is very essential factor for the success of a business. It means follow the rules and regulations of the organization. 4. Unity of command: It means the authority of commands and issuance of orders should be linked to one person. The worker should receive orders from one superior. 5. Unity of direction: This principle states that there should be same direction for all the workers efforts. The whole group have the same objective. 6. Subordination of individual interest into organization interest: This principle calls for consistency between the subordinates interests and organizations interests. There should be no overlapping. 7. Remuneration: The remuneration of the workers should be fair and on time because it boots their morale. 8. Centralisation:

Centralisation and decentralisation of the decision making depends upon the nature and structure of organization but there should be a balance. 9. Scalar chain: A hierarchy is necessary for unity of direction but there should be a system of communication exists for sharing of decisions. 10. Order: Jobs, workers and things should be in an organised manner. It means right person at right place. 11. Equity: Management should treat each and every worker with equal level and at same standards. 12. Stability: Recruitment and training increase the cost of the business. On the other hand stability also increases the loyalty. 13. Initiative: Management should take steps in order to encourage the workers initiatives. It also implies the freedom of think and plan. 14. Esprit de corps(union is strength): This principle implies the concept of team work.

Max Weber:

Max Weber, a German social scientist that described the bureaucratic approach to management. He attempt to find out the reasons for people are worked according to the directions of their managers. Weber identifies scientific and administrative theories of management to be manipulating people because of bureaucratic nature of this approach. So there should be strict rules to eliminate the managerial inconsistency because it leads to inefficiency. He argues that there should be proper division of work on the basis of specialization because it leads to efficiency. The authority should be clear of superiors and subordinates to each one. Each one has responsible for his or her work. There should be certain rules and regulations in order to regulate the workers according to the direction of managers. There should be no personal relations exist between people and rewards should be given on the basis of efficiency. Additionally, people can get promotions as a result of seniority and efficiency.
9

Main points of approach: 1. Division of work: 2. Clear authority: 3. Proper rules and regulations: 4. No personal relations: 5. Promotion based on work: Limitations: 1. Ignore the personal relations which are very important for workers. 2. Increases the different type of formalities and paper work.

Elton Mayo

Harvard professor Elton Mayo and his team of researchers conducted the experiments at the Hawthorne plant of western electric company in the United States. Mayo conducted the interview of more than twenty thousand employees at his company and prepared data. His passed through four phases: 1. Illumination experiment: The word illumination stands for light or brightness etc. At the first phase of his study he built a hypothesis that illumination increases the productivity. One group of workers was provided with different level of light (illumination). He found that productivity increase as illumination increase. But under the constant illumination productivity also increase. So it reveals that there are others factors which affect the productivity. 2. Relay assembly experiment: The aim of this phase is to determine the effect of illumination as well as of other factors such as working days, working time, length of working time, holiday days, wages system etc. A group of six workers separated from others and placed in a separate room. Changes were made to different factors and check its effect on productivity. It reveals that productivity of workers increased but at one point it stops or backed to pre-test conditions. 3. Interview Programme: At this phase he interview 20,000 workers about the supervision and work environment. He also allowed to the employee to choose his/her own topic. So it

10

reveals that a persons productivity not only effect by its own personality but also by the group members as well. 4. Bank wiring observation: At this phase workers were divided In two groups with target set between High and Low. One group start work under the supervision of leader and second without the leader start the work. Both were informed about the financial incentives. It reveals that group with leader achieved its target but other one not achieved it. He concluded that workers do not do any negative thing under the supervision of formal leader.
Theory X and Theory Y:

Theory x and theory were proposed by an American social psychologist Douglas McGregor in 1960. This theory suggested that many managers adopt a particular style due to their basic beliefs and thinking approach that concern human nature. Theory x and theory y still have ha important positions in the fields of management and motivation. Simply this approach describes the two extreme natures of humans and helps the managers in the selection of style. Theory X: Theory X is negative theory. Theory X managers assume that workers are: 1. Generally lazy 2. They Dislike work and will do anything to avoid it 3. They Dislike responsibility because they self-centred 4. They have little ambitions 5. They resist change that will be the benefit the organization 6. They are focused mainly on job security 7. They have little capacity for creativity and problem solving and decision making 8. Therefore, they must be coerced and threatened in order to work harder and performed as expected. Leadership style for Theory X: Theory X suggested that workers are to be directed controlled and punished to achieve the organizational goals. Thats why Autocratic leadership style is suitable for such employees.
11

Theory Y Theory Y is positive theory. Theory Y assumes that: 1. People are active 2. They like work and work hard to achieve something 3. They are generally ambitious 4. They are self-directing 5. They seek and accept responsibility 6. They are always ready to use their initiative because they are socially oriented as the product of society 7. They will not resist change if it is benefited to organization 8. They have enough capacity and skills to solve problems and take decision 9. Therefore, they must be rewarded in order to motivate them for better results in future for the benefit of organization Leadership style for Theory Y: Theory Y suggested that workers are to be self-directed and rewarded in order to achieve goals. Thats why Participative or Democratic leadership style is suitable for such employees.

Task 2:
Define the Leadership:
Leadership is a process or activity whereby an individual influences, motivate and leads a group of individuals in order to achieve the organizational goals.

Different Leadership styles:

Autocratic: In this style leader tells the employees what he want to done and how to done. Leader takes all the decisions without the advice of employees. This style normally leaders used when they have complete information or their employees have not enough capability to take decision.

Democratic: This style is also known as participative style. In this style leaders include their employees in decision making process. However leaders have the right of final decision.
12

Laissez-Faire: The laissez-faire style minimizes the leaders involvement in decision making and allows the employees to make decision but leader is still responsible for decisions. Charismatic: Charismatic leaders are viewed as having supernatural powers and abilities; the leader is viewed as a hero by followers. Charismatic leader consider as perfect leader to do well. He provides an environment full of energy and positive reinforcement. Bureaucratic: This style is introduced by Max Weber. In this style leader impose the strict and systematic rules and discipline on the employees and demand business. The concept of position power exists at high peak.

1. Your organization deciding to become more innovative: A democratic style is best if an organization decide to become more innovative. This style increases the number of minds in decision making process because the style increases the involvement of employees. Involvement of more people in decisions increases the chances of new ideas and new ways of doing business. 2. Your organization deciding to become cost leader in the sector: I think Autocratic and Bureaucratic leadership styles are best if organization decide to become cost leader in the sector. Because an organization becomes cost leader only when there are strict rules and regulations exist and one person take decision in order to save time and cost. 3. Your organization deciding to purse a differentiation strategy: Bureaucratic leadership style is best when an organization decide to purse a differentiation strategy. Because a differentiation strategy requires strict procedures to be followed in a disciplined manner.

Task 3:
Outline the factors that a leader should consider before deciding the best fit leadership style in any given situation using the continuum leadership approach.

13

The leadership continuum was originally written in 1958 by Tannenbaum and Schmidt and was later updates in the year 1973. The continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the freedom of team is increased, so the authority of managers decrease. Following diagram describes authority and freedom levels clearly:

According to this approach four main styles of leadership have been identified: 1. Tells: In this style manager identifies a problem, chooses a decision, and announces this to subordinates. The subordinates are not allowed to participate in decision making process. 2. Sells: same ass first one style manager identify the problem and choose a decision but he understands that there will be some amount of resistance from some subordinates and therefore makes efforts to persuade them to accept it. 3. Consults: In this style manager identify the problem but he does not take a final decision. The problem is presented to the subordinates and the solutions are suggested by the subordinates. But manager have the right of final decision.

14

4. Joins: in this style manager defines the limits within which the decision can be taken by the subordinates and then makes the final decision along with the subordinates. Some-times manager presented the subordinates with a situation and requires find out he problem. Which style is practicable and desirable this will depend upon the following three forces and factors: Forces in the Manager: The behaviour of the leader influenced by his personality, background, knowledge and experience. These forces include following factors: Value systems Personality Background Confidence in subordinates Leadership inclinations Feelings of security in an uncertain situation

Forces in the subordinates: the personality of the subordinates and their expectations from the leader influences their behaviour. The factors include: Readiness to assume responsibility in decision making Individual Expectations Individual Personality Relationship with the Leader Degree of tolerance for ambiguity Interest in the problem and feelings as to its importance Strength of the needs for independence Knowledge and experience to deal with the problem Understanding and identification with the goals of the organization

If these factors are on a positive side, then more freedom can be allowed to the subordinates by the leader. Forces in the situation: The environmental and general situations also affect the leaders behaviour. These include factors like: Type of organization Nature of the Environment Power of the Stakeholder Group effectiveness
15

Nature of the problem Time pressure

Conclusion: Leaders and managers shape their behaviour after a careful analysis of self, their subordinates, organization and environmental factors.

Task 4
Now that your promotion and appointment has been confirmed how would you manage and lead your previous colleagues and the organization as a driver, enabler, and constrainers using the concept of emotional intelligence?
For effective leadership its very important that leader should know and understand his nature, attitude and emotions as well as their followers. The concept of identifying and controlling the attitude and emotions inner-self by leader and of other individual or group of individuals, known as Emotional Intelligence. Leaders positive mood and emotions positively related not only with leaders work and performance but also with his followers as well. There is same situation with his negative mood. So it is very necessary for a leader to assess and control his emotions and his followers as well. Higgs and Dulewicz (1999) identified seven elements of emotional intelligence broken down into three areas.

Self-Awareness: The awareness of your own feelings and emotions and the ability to recognise and manage these emotions. Emotional Resilience: The ability to perform well and consistently in a range of situations and when under pressure. Motivation: The drive and energy which you have to achieve results, balance short and long term goals and achieve these goals by solving problems of organization and subordinates.

Interpersonal Sensitivity: The ability to aware of the emotions, needs and feelings of others and to use knowledge effectively in interacting with them and arriving at decisions impacting on them.

16

Influence: The ability to persuade others to change their viewpoint on a problem, issue or a decision. Intuitiveness: The ability to use insight and interaction to arrive at and implement decisions when faced with ambiguous or incomplete information. Conscientiousness and Integrity: The ability to display commitment to a course of action in the face of challenge, to act consistently and in line with understood ethical requirements.

These seven elements broken down into three areas Enabler, Driver and Constrainer, I will manage and lead my previous colleagues and the organization as a driver, enabler and as a constrainer as following way: Enabler: It includes self-awareness, sensitivity and influence traits that facilitate performance and help individuals to succeed. Enabler is a person who put something in others. When I am acting as an enabler I will help my colleagues and organization in achieving its objectives. As an enabler first of all I will identify and recognise my feelings and emotions and try to manage them. If I have positive feelings and emotions I will deliver them to my colleagues and organization in order to achieve desire goals. If I have negative emotions I will control and manage these emotions and try to save others from their negative effects on work place. Secondly, I will identify and recognise the emotions, needs and feelings of my colleagues and subordinates and use this awareness in an effective way to arriving at a good decision. At the third stage, as an enabler I will persuade others to change their behaviour and viewpoint on a problem or on a decision if they have a negative viewpoint. I will achieve this by giving them training and through effective communication systems. Driver: It includes motivation and intuitiveness traits that energize people and drive them towards achieving goals. Driver is a person who takes others to its destination. When I am acting as a driver I will driver my colleagues as well as my organization to its destination and help them in achieving desire goals. As a driver I will motivate and energized my colleagues and subordinates to achieve organizational goals by implementing different types of techniques and effective systems. I will help my colleagues in understanding and solving problems and train them how to handle situations and issues in wider and uncertain environment.

17

As a driver I will help others in achieving organizational goals on a time frame by giving them proper guidelines and training and taking on time decisions even when I face ambiguous or incomplete information on the bases of my experience and situation analysis. Because I am acting as a driver so I must be a quick in taking a good decision in a uncertain situation which face my colleagues or organization. Constrainer: It includes emotional resilience and conscientiousness and integrity factors that control and limit the excesses of the drivers. A constrainer is a person who stops others to do wrong things. As a constrainer it is my duty to stop my colleagues from doing something which is not good for them and for the organization. As a constrainer it is my duty to identify any kind of risks before these actually happened. I will setup different types of course of actions in order to achieve organizational goals and then monitor and control my colleagues and subordinates and stop if they not act according to the course of action.

Task 5
Select and explain the leadership theory that will be applied to the following stages of your organization and explain their impact on the organization strategies Birth, Growth, Maturity and Decline?
A product goes through from different phases from introduction to decline of its life these stages are known as product life cycle. Management of the company apply and adopt different strategies and methods to handle each and run each phase and stage of product life cycle. Management use different type of styles to handle and operate its resources at each stage of product life cycle. According to the Contingency Theory of leadership success of each phase of business depend upon the different types of factors related to that situation and leadership style and qualities are determined according to that situation factors. A product or service normally goes through from following phases of its product life cycle: Birth: Birth stage also knows as introduction stage of the product. At this stage company seeks to build product awareness and develop a market for the product. Product branding and quality level is established and no profit and high investment required. Prices are low in order to penetrate in the market and build the market share.

18

This is very important stage because the success of the product depends upon this stage strategy. According to the Trait theory of leadership a leader should be honest, inspiring, forward-looking, competent and intelligent in order to make successful birth stage of the product. Growth: Next stage of product life cycle is growth when product shows some succession. At this stage company seeks to build brand preference and increase market share. Company try to maintain product quality and add some additional features in order to support the growth of the product. This stage requires full commitment from management, leaders and from each employee. So, leaders must be a tactician by developing different tactics to outperform the competitors. So, behavioural or style theory of democratic, autocratic, charismatic and laissez faire must be adopted by the leaders in order to take best results from employees. Maturity: At maturity the strong growth in sales diminishes. Competition may appear with similar products. The primary objective at this point is to defend the market share while maximizing the profits of the company. The features of the product may be enhanced in order to differentiate the product. Company offers different type of benefits to the distributors in order to increase the sale of the product. Company spend more on marketing of the product. Company also spend on the research and development of the product and its employees in order to compete effectively. More care is taken at this stage because company face different type of unexpected situations from market and competitors who also enter into the market with the same product. So, Situational theory of leadership is best-fitted for that stage which proposes to choose best course of action based upon situational variables.

Decline: Decline stage is a stage when sale of the product goes down and down day by day. At this stage some companies take decision of withdrawal of the product from the market and some companies only withdraw some variations of the product from the market that are weak in their market position.

19

A Relationship theory of leadership is best for decline stage because a relationship leader focus on the performance of the group members but also want each person to fulfil his or her potential. Relationship or transformational leaders often have ethical and moral standards and motivate and inspire people by helping group members see the importance and higher good of the task. Basically, these are the requirement of this stage if you want to survive in the market once again.

Task 6
Your organization identifies that the business operating indicated more opportunities for growth therefore it is important to start preparing for future leaders. Prepare two different methods for the management to review current leadership requirement in order identify future leaders in your organization?
After internal and external analysis of the organization, I came to know that there are many business opportunities in the market so there is a need to prepare future leaders. First of all it is necessary to review current leadership requirements in order to identify future leaders for organization. There are some methods to review current leadership requirements in any organization: Maslow Theory: Training Need Analysis: Succession Plan: Continuous Professional Development:

Maslow Theory: Abraham Maslow developed the Hierarchy of needs model in 1940-50sUSA, and hierarchy of needs theory remains valid for understanding human motivation, management training and personal development. Each of us is motivated by needs. This theory helps to explain how these needs motivate us all. Maslow states that we must satisfy each need in turn, starting with first deals with the most obvious needs for survival itself. Only when lower order needs are satisfied then we concerned with the higher order needs to influence personal development. Following are the five needs that expressed by Maslow: Physiological Needs: Food, Drink, Shelter, Sex, etc. Safety Needs: Security, Order, Stability, etc.

20

Social Needs: Affection, Relationship, Family, etc. Esteem Needs: Self-esteem, Independence, Status, etc. Self-Actualization Needs: Self-fulfilment, Peak experience, Personal growth, etc.

As a good leader you must have enough knowledge and understanding at what level your employee is now in order to motivate and train him. When you understand his level of needs than you can easily understand his training requirements relating to his needs. A good leader knows that each employee has different level of needs. Training Need Analysis: Training need analysis describes what type of training needs by employees. It is a process of identifying training gap and its related training needs. But at the same time you should know and capable to measurement of following elements: Agree objectives Provide resources Make plan Implementation Supervision Date of performance appraisal People to be present Carry performance appraisal

TNA looks at each aspect of an operational domain so that the initial skills, concepts and attitudes of the human elements of a system can be effectively identified and appropriate training can be specified. It covers: Review of current training Task analysis Identification of training gap Statement of training requirements Assessment of training options Cost benefits analysis of training options

Succession Planning: Succession planning is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Two points to be think Management Development: Delegation of responsibilities to others
21

Organizational Development: On the job development

Continuous Professional Development: CPD is the way by which companies maintain, improve and enhance their knowledge and skills and develop qualities required in their professional lives of their employees.

Task 7
Select three of the following expansion strategies and prepare the plan for the developing future leadership requirement for the strategies selected.
1. National-Wide Expansion: In national wide expansion a company expand its business operation by establishing its business units in other parts of the home country. It is very easy and early stage of business expansion. The leader should know about people, communication, culture and weather of that specific part and has the ability of delegation, learn from mistakes, anticipation, etc. 2. Globalization: In globalization strategy company expand its business by establishing its operations in other countries. It is risky strategy then national wide and also requires high investment. The advantage is that your whole business is not depending on a single country conditions. The leader should know about political, economical, social, technological, legal and ecological conditions of host country. 3. Takeover the Company: In this expansion strategy the company purchase another company in order to expand its business and compete effectively in the market. The advantage is that the purchased business has already famous in the market and people know about it. The disadvantage is that sometimes organizational structure and styles are different from each other. So, it requires many decisions such as training and development systems, downsizing etc. Conclusion: Basically all the drawbacks or disadvantages are skills and abilities that require for the mangers and leaders at that time.

Training and Development Plan: Now we develop the training and development plan in order to prepare employees for future development. There are three following steps: Before Training During Training After Training
22

Training and Development Plan

Before the Training Duration Who is responsible 1 Setting objectives and reviewing performance against them Providing trainers with information about current and future performance problems Keeping in touch with the business and identifying training needs Checking that trainers have correctly identified the needs Converting needs into training objectives Checking that trainers have set the right objectives Deciding on methods /resources to meet the training needs Designing learning opportunities and producing training materials Briefing learners prior to undertaking training and helping them Understanding the learning opportunity and setting learning objectives Who is support Resource Comm ent

5 6

1 0

During the Training

Duration

Who is responsible

Who is support

Resource

Comm ent

Helping people learn by providing learning opportunities backed by

23

feedback and instructions Seizing learning opportunities ( having a go, experiments) Checking that the training objectives have been achieved (validation) After the Training Duration Who is responsible Who is support Resource Comm ent

Debriefing learners after undertaking the training and helping them plan implementation Implementing what has been learned and soliciting assistance from his/her manager Providing learners with adequate opportunities to implement what they have learned with feedback Providing follow-up activities to help managers and learners with implementation Checking that the training succeeded in improving job performance Giving trainers feedback about the success or otherwise of the training Improving and updating the training methods and materials

24

Task 8
Evaluate different methods that you will use for developing leadership skills in order to introduce, plan, lead and implement a change for your organization to establish a learning and development culture?
There are two types of methods that I will use for training: Internal Methods External Methods

Internal Methods: Internal methods of training and development include On the Job Training. Its means we give the training to employees at workplace. It includes: Shadow Training: The facilitator helps and aids the employees during their function on workplace. Coaching: Coaching is one of the training methods, which is considered as a corrective method for inadequate and bad performance. Teaching: It is an ongoing relationship and process in which facilitator provides guidance and teach how the work or job to be done at workplace. The benefits and advantages of internal training are learning and practicing is at the same time, it is cost effective and there is no need to take off from the job. The disadvantage is that it allows the mistakes and sometime learning environment is not suitable for training. External Methods: External methods of training and development include Off the Job Training. It occurs when employees are taken away from their workplace to be trained. It includes: Classroom: Seminar: Book: Manual:

The advantages of off the job training are employees learn on their pace, opportunity to learn something new from outside facilitator etc. The drawbacks of off the job training are practicing and learning is not at the same time, it is costly and lost working time etc. Conclusion: Both types of training styles have some benefits and drawbacks so, it depend on the nature of job and training that which one method is best suited for that specific training.
25

Conclusion:
At the end if I summaries it, I can say there is a big difference between the managers and leaders and there is no specific best style of leadership. The style and requirements of style change according to the situational factors and product life cycle. Most important training and development is very necessary in order to assess the current leadership requirements as well as to develop future leaders.

Recommendations:
There are some suggestions for the companies and leaders: To create a learning environment To conduct skill assessment programmes continuous bases Training and development should be at place A proper feedback system should be at work place

References:
Task3: http://www.managementstudyguide.com/continuum-leadership-behaviour.htm Task4:http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/InternationalArticles/ Higgs6.pdf Task5: http://psychology.about.com/od/leadership/p/leadtheories.htm Task6: http://en.wikipedia.org/wiki/Training_needs_analysis

26