Ml15 3.1

ML15.3 – Understand the role, Function and Processes of Management.
3.1 – Analyse a managers responsibilities for planning, coordinating and controlling work.
Senior Management will be informed of the vision and objectives form the corporate Management team on what the organisation wishes to achieve in the following year, from this the Senior Management will set department objectives and outcomes that wish to achieved, this then will be liaised down to the Assistant Department Management who will then delegate the objectives to each team leader in the department, there will be different objectives for each team, the objectives will then be distributed between the team depending on skills set. The targets will then be monitored by 1:2:1s and

appraisals and the use of live data. The Assistant Manager will then monitor the Team Leader with the same process and the senior Manager will monitor the Assistant Manager to ensure we are on target to reach the end goal.
3.2 – Explain how managers ensure that team objectives are met.
The team leader will set SMART targets for the whole team which are Specific, Measurable, Achievable, Realistic and Time –Bound , this will ensure the whole team are working towards the same goals and to assess the team are working to the correct standards and objectives are to be met.

1:2:1 will be conducted on a monthly basis where individual smart targets will be set to ensure individuals are on target with the objectives
Appraisals will be on a yearly basis where we set the teams goals for the year coming, set individual goals, and identify any training which is required to fulfil the team’s objectives.
3.3 – Explain how a manager’s role contributes to the achievement of an organisations vision, mission and objectives.
The Manager is the person who ensures the whole team work within the organisations vision, mission and objectives and monitors the overall progress of achievement within the policies and procedures of the company. John Adair’s theory says it is best for the manager to balance the needs from each of the fields and maintain a balance. The three elements are, achieving the goal, the team performing the goal and the individual member of the group, this approach is called “Action Centred Leadership” and he believes if any one of the elements fail the team are more unlikely to

succeed

3.4 - Analyse theories and models of management.
Tuckman Theory : Tuckman forming , storming, norming and performing model talks about that as the team develops in maturity ability and relationships ore formed the leader then changes her leadership style, starting with directing the team through to coaching the team participating with the team and finishing with delegating .
There are four stages to the Tuckman Theory
Stage 1 is Forming this is where the leader is highly involved giving out guidance and direction.
Stage 2 is Storming this is where the leader coaches her team into being focused on the goals and not become distracted by working relationships and emotional issues.
Stage 3 is Norming this is where the leader and her team make big decisions as a group, the leader participates and facilitates these decisions and the team becomes a strong unity with commitment.
Stages 4 is Performing this is where the team leader steps back because the team are clear on their goals and have a shared vision they are focused on achieving high on their goals, disagreements still occur but are sorted within the team, team members look after each. The team leader now delegates and overseas the running of the team.
Hersey and Blanchard’s Situational Leadership model is again over for stages Telling, Selling, Participating and delegating, the situational leadership style again develops a team from immaturity through to maturity in the same way as the Tuckman Theory.