Tma 01 5l3a2d
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RYAN FIELDING E1712027
TMA-01
B123
Welcome to my assignment TMA 01 please follow the link to view my e-portfolio below; http://ryanfielding.weebly.com/
Activity
Task
1.1
1
y
2
y
3
y
4*
y
1
y
1.2
Complete
2
3
4
2.1
1
y
2.2
1
y
2*
y
1
y
2
y
2.3
RYAN FIELDING E1712027
TMA-01
B123
Activity
Task
3.1
1
y
2
y
1
y
2*
y
1
y
2*
y
1
y
2*
y
3.2
3.3
3.4
Complete
TMA Task 1 SESSION 1 Activity 1.1 Task A; watch lessons along the way 1.1Task B Reflect on your earliest jobs and document your thoughts on two or three things you learned from those that you still put into practice today. From my earliest jobs there were two main things I learned one was how engineering processes in of how this company in manufacturing worked. Basically this was how a component being made moved through the workflow and I thought this was something that could be improved upon to allow it to flow more smoothly. The second thing was how the management structure worked and that it seemed like the company showed signs of being modern during the mid-80`s. But hadn’t really updated although it was very clean and tidy more so than most hospitals.
RYAN FIELDING E1712027
TMA-01
B123
Task 2 read the chapter 1 of MGSG; Reflection of this; It was very interesting to read about Management from a different perspective. Chapter 1 has a strong emphasis on learning and goes deep into depth about ways to learn and knowledge. My personal preference of a way to learn is a simple as reading in depth my tasks Whilst taking notes. Then moving onto illustrating in the form of mind maps and prompt cards. From there I will use all these to write assignments. I feel I have a very active deep approach to learning but also do have an organised and managed approach so I suppose overall I have a Combined approach.
Task 3 Questionnaire and profile analysis;
RYAN FIELDING E1712027
TMA-01
B123
RYAN FIELDING E1712027
TMA-01
B123
Task 4 Post your personal profile (bar chart) and the short written summary of your approach to learning My current profile show’s a fairly balanced result across the board. An ideal pattern of scores would show high scores on the first four aspects of learning (deep, monitoring, organised and effort management) as mine does. But then a high score on the surface aspect alone indicates a pattern that requires attention. However, this does also show that the surface is the Lower aspect than the rest on mine. So maybe this could indicate what needs improvement in order to achieve a better result. I do think that this points to me having the rare approach to learning, or combined approach as it is known. I will have to visit some new strategies and tactics maybe, and abandon some older ones. Activity 1.2 Task 1,2,3,4
Record of workplace learning experiences Workplace learning experience
Form of evidence of learning
What did I do differently as a result?
Example 1: One day course on how to run staff appraisals
Certificate of attendance
Always make sure I ask for draft objectives from staff member at least 24 hours in advance
Example 2: Provide temporary cover for section supervisor week x – y
3. Slinging and lifting course
My own appraisal record
Duty log for x –y
Colleagues’ comments
Divide time between performance review and future objectives Notes for duty log – more detail needed
Handover emails Performance review/appraisal record
Certificate of completion recorded appraisal record on system
Email communication Discuss progression route to supervisor position in appraisal I was able to use slinging and lifting equipment correctly and safely. I was then fully insured to use equipment to life stock
Steve Williams manager He put the course in place in order for me to complete it In of what impact it had
RYAN FIELDING E1712027
TMA-01
B123 on my work I was able to work safely and competently
4. HNC mechanical engineering
Certificates of completion added to works own recorded appraisal system
I was able use mathematical knowledge in my everyday job could use the processes learned to be more effective at my job
5. Changed job roles
works own recorded appraisal on system new contract
I moved up from a CNC machinist to been a production controller
Steve Williams manager He allowed me to do the course and got funding in place. It made me more confident when talking about technical and communicating with others Steve Williams manager after competition of HNC he wanted me to move into the office. It was a new job role altogether so I had to deal with others and sort any problem that they may come across and felt more confident about doing this role.
RYAN FIELDING E1712027
TMA-01
B123
SESSION 2 Activity 2.1 Watch and listen to the animation (Figure 2.1) and document your thoughts on the key aspects of management practice;
Source=https://learn2.open.ac.uk/mod/oucontent/view.php? id=704941§ion=3#back_thumbnail_idp28848
1. The key concepts on which the theory is based 2. A description of the model in a short phrase or sentence 3. Briefly, what the theorist believes motivates people at work.
Maslow’s hierarchy of needs Concept is based upon a hierarchy system and leads you to believe that one need is followed by another or one is more important than the other although there doesn’t seem to be any evidence of this. The theory suggests that there are four deficiency needs and 1 growth need. The theorist believes in this as a rule of thumb for managers and what motivates people at work is a structure of the following;
Esteem Social (belonging)
RYAN FIELDING E1712027
TMA-01
B123
Safety Physiological
The fifth element of the triangle is self-actualisation which is someone who is problem focused who has an appreciation of life that is always fresh and has a concern for personal growth.
Hertzberg’s two factor theory is step away from the traditional view that satisfaction and dissatisfaction are the same differentiation where one pulls away from the other. Hertzberg’s theory is that one can be more satisfied but not be more dissatisfied or more dissatisfied but not more satisfied. He believes the two are separate so if you were more satisfied with the recognition you received, it would not impact on you being more dissatisfied with the job you have done. The theorist believes that only some needs are motivating but that financial reward is not a major motivator. What motivates people at work under Hertzberg’s theory is if they have the correct motivating factors and the correct hygiene factors. Then this will maximise the satisfaction and neutralise the dissatisfaction in the workplace.
The Expectancy theory concepts are based upon human behaviour; understanding effort that is required, the performance that the person is willing to give and the expectations that the effort will lead to what a person will value of the outcome. The model is with effort plus performance equals the outcome. The theorist believes what motivates people at work is the outcomes of the person’s ability to do their job and their ability to do it.
Activity 2.2 task 1 link https://learn2.open.ac.uk/mod/forumng/discuss.php?d=1523907/ Task 2 For me personally Maslow’s theory is the most applicable, as this mentions self-actualisation. Which is something I do all the time. I always look for problem solutions and I have a very strong need for personal growth. In of a hierarchy of needs I wouldn’t say that this was so applicable to me though. As this suggests that one is followed by the other, which isn’t necessarily true as I think one could supersede the other. My motivation is the constant drive to want to better myself and my
RYAN FIELDING E1712027
TMA-01
B123
family lifestyle out of work. To achieve this, I have chosen to become higher qualified in the hope of earning more and therefore improving this. Activity 2.3 Task 1 Read the section ‘Logical reasoning and critical thinking’ in Chapter 3 of the MGSG and write some brief notes.
Task 2 One of the statements in Chapter 3 is ‘an important part of a manager’s role is to solve problems’ (Tyler, 2007, p. 69). It is often the need to solve problems which drives them to bring together formal theories – in a bid to find out what theorists and other managers recommend in dealing with similar situations in the past – and informal, personal theories based on their own experiences and beliefs. Document your results from the following:
a. Reflect on a problem at work, that you have had to contribute to resolving. Outline it in a brief description of the problem.
b. Look again at Figure 3.2 in the MGSG and use the first two columns of Table 2.1 to describe the contribution you made to the solving of the problem. If you can, split this into any data you used and the assumptions you began with, any inferences you made and how your contribution influenced the outcome
a. The problem was an incorrectly machined component on the shop floor CNC Lathe. The issue would be finding out who was to blame and how to correct this. The Shop floor manager had tasked me with finding out who or what had caused this.
b.
Making a case
Foundation of the case: data and initial
Inferences
Conclusion
Involvemen t of others
RYAN FIELDING E1712027
TMA-01
B123
assumptions A problem with a component manufactured by us on a CNC Lathe.
Was the operator willing to accept responsibility?
After investigation I can remove blame from operator as he checked the component to correct procedure with correct equipment.
One of the diameters wasn’t big enough as per drawing specification.
Was it even the operators fault? Other of shop floor gave their own opinion of the situation.
initial assumptions pointed to operator error or possibly machine error
Was it down to a machine error? been able to identify if the machine was faulty by machining the same component again. without changing the set up and use a piece of scrap the same size to test the theory Would the CAM department accept responsibility? The CAM manager can be unhelpful and aggressive if challenged without correct information to back up an argument.
It was not the operators error. Which was of great relief to the operator as he was on a warning already for incorrect machining. Machine error can be removed as was tested after and was found to be functioning correctly.
Was it down to an issue with the CAM program?
CAM were at fault as they had inputted the incorrect line of program resulting in the diameter been incorrect.
I had to liaise with workshop manager who had to instruct inspection department to measure component to determine diameter in correction Operator understood that it was not his fault and assisted in helping to solve the issue CAM manager and workshop manger liaised with operator to determine machine was not faulty
The CAM Manager was unhappy and was challenging, to get to accept responsibility. But after it was proven to be a fault from his department. He had to accept blame
RYAN FIELDING E1712027
TMA-01
B123 and addressed the issue with his team member who had made the error and correction.
SESSION 3
Activity 3.1 Task 1 In Chapter 13 of the MGSG, read the short subsection ‘Fayol’s management processes’. Write down a set of brief statements about which of the management processes discussed in the reading you have been or are already involved in at work. Which of the processes do you think you need to develop a better understanding of? FORECASTING and PLANNING - I feel I need to develop a better understanding of this, as I don’t have much involvement currently. ORGANISING - I do a lot of organising as part of my daily job already. I am always having to help deal with the problems of jobs that come through to us, whether it be drawing errors or something as simple as which pins to out in a job. LEADING - I currently don’t get much involvement in leading unless to help cover whilst senior management is off.
RYAN FIELDING E1712027
TMA-01
B123
CO-ORDINATING - I do quite a lot of this mainly with others member`s in our team. We will sometimes come across a problem that one person has more knowledge of than the other so we have to work together to solve the problem. CONTROLLING - This is part of my daily job all works order that come through the business through our office so we have to ensure programs, drawings, CAM programs and all OP sheets are in place before releasing a job to be machined. Activity 3.1 Task 2 We were assigned a works order to produce and had to get all the required things in place, in order to get the component to be machined. The management of this was similar to Fayol’s as my version of the diagram shows Design drew the drawing and a works order is ordered by marketing and raised by purchasing. From there our manager decided to have a program written by CAM. The manager of CAM coordinated with his staff to complete this task and ed the works order onto production control. Who checked that all the required items were there. This includes drawing from design, works order from purchasing and program from CAM. Then a route is added and it is ready for machining. Colleague response; I agree with the diagram mostly but think there are also more links in-between the boxes and not just a full circle.
Assignment 3.2 Task 1
Job role assessment Role type
Activity
When I do this:
Estimated % of my work time
Interpersonal
Representing the organisation
By upholding the values of the organisation and completing tasks correctly
5
Leading staff
Alot of staff will ask question`s and I have to help them
10
RYAN FIELDING E1712027
TMA-01
B123 on a dasily basis
Informational
Decisionmaking
External liaison with e.g. customers/ clients, service s, suppliers
Only when ordering products we need.
5
Monitoring information
I am the progress chaser as part of my daily job and have to monitor jobs and move them onto completion
20
Disseminating/distributing information
I may have to liase with shopfloor any information that management has asked me to.
10
Acting as spokesperson
ing on information when asked.
5
Initiating change or creative solutions
I always strive to make the general work day easier by completing solutions in my spare work time.
10
Handling disturbances and responding to crises
vary rarely only if management are on holiday
5
Allocating people and/or resources
Resources daily I have to ensure all works order`s get out onto shopfloor so the workshop can run.
15
Negotiating over use of resources
I control stock level and try to keep the use as low as possible when issuing works orders.
15
Task 2 post the ‘Estimated % of my working time’ figures for each activity in your Tutor group forum (TGF) and highlight two others
RYAN FIELDING E1712027
TMA-01
B123
Activity 3.3 task 1 and task 2 Activity 3.3 - Task 2 VIDEO 1 In this video I felt that the management used an interpersonal approach. The reason for this is that the boss and the other staff are directly facing customers as such by taking order and serving food. The CEO and the manager of the restaurant both seem to show this role. The part in the video where the manager of the restaurant sends staff to shadow the CEO shows that he cares which I feel is also another interpersonal skill. He does this to assist the CEO and also to make sure that things are done correctly. In of informational roles the staff back feed information to the CEO about
RYAN FIELDING E1712027
TMA-01
B123
using tablets to take order rather than using a notepad. Also I thought that the training must have been good as all the staff seemed keen and it was mentioned by the CEO that she found it hard to take orders from two tables never mind 6. The Decision making roles I felt were mentioned, were the manager asking about the tablet system to replace the paper system, To which the CEO agreed. This shows entrepreneurial thought by the manager. The restaurant manager also reacted to the CEO like a new member of staff and sent a shadow to aid her.
VIDEO 2 The interpersonal roles in this video come from the CEO, He shows great interest in his graduates and the program called the IHG. In this respect he acts as sort of figurehead. Also I felt that there was a strong focus on the staff from the manager especially the newer who were shown the "turndown service". Even the CEO didn’t realise the entirety of the structure and he found a gap in this part of the training. The informational roles are displayed by the managers these are providing the staff with all the training and information that they need and the standard`s that the company require, also I felt that the role of the managers on the front desk are acting like a sort of spokesperson, or a front face with a smile that represents the companies image. The decision making roles shows how the CEO had to make choices about how to adapt to challenges put before him for example; the awkward fake customer who was demanding services like massages and WIFI here the desk staff intervened slightly this shows good training and that they can take on other job roles when needed. There was also the part about the 20% discount offered for loyalty this shows a decision made to attract customers.
VIDEO 3 In this Oxfam video the new CEO visited stores to see how they were run by the paid manager and the voluntary staff. He also visited Zambia to show how the people there benefitted from donation money, this showed them all clothed healthy and with a cow for milk and business. The informational roles in this Oxfam video showed the CEO organising training with the aid of the staff, and also communicated problems with them about the fair trade products been too dear and of no interest. The CEO took on the spokesperson task and asked customers about what Oxfam was and did. I thought that the decision making aspects included the part where the elderly lady asked for discount for voluntary staff. Also the part about the TV in the shop and what it shows, the manager suggested they show more variety on the TV`s to better explain what Oxfam is and does. The CEO has a lot of decisions to make about which way to take the company and also how to stop the sales decline.
Activity 3.4 task 1 and 2
Activity 3.4 – Task 2 For this task I have analysed both documents and the main major difference I can see is that, Mintzbergs roles seem to be a guide to management and that the code of practice document seems to be written more like a bible. By this I mean that the code of practice
RYAN FIELDING E1712027
TMA-01
B123
shows what is expected of you and that Mintsberg is what should be happening as a basic theory. Mintzbergs theory shows one linking to the next whereas the code of practice shows a do or die like structuring.
TMA TASK 2
For this task you will need to refer to Activity 1.2. In this activity you identified your prior learning and how you changed your work practice as a result of undertaking this learning.
a. Write a brief statement identifying the purpose of your organisation. AESSEAL is currently the fourth largest mechanical engineering company in the world. We aim to become the world leader by 2028 by continuous growth and excellence. We aim to provide such good customer service that they never need to seek an alternate supplier of mechanical seals again.
b. State what your own work role is and explain how your role contributes to the purpose of your organisation. Currently my own work role is inside of AESSEAL, is to provide our workshop known as the special products division (SPD) With works orders. We are a through and control point within the headquarters of AESSEAL. That choose manufacturing routes, ensure programs and design are correct and in place and process all manufacturing sheets and material delivery to ensure our highly expected customer service requirements are met and are on time.
c. Write a statement in which you reflect on how the prior learning you identified in Activity 1.2 has impacted on your ability to perform this role. My prior learning as explained in 1.2 has impacted on my learning by showing me how SPD is ran in of engineering processes and how they are involved and how the management structure works. The impacts that I can identify; Is that once I had learned
RYAN FIELDING E1712027
TMA-01
B123
about how the company runs in of process of manufacture. I could then see ways of which they could be improved maybe under the influence of alternate management. I saw a flaw in the system where management currently was not direct enough to cope with such a large workshop and that maybe another manager may do better and also the styling was outdated and this seemed to discourage more modern company customers. I feel that I look at things in a different way now as a result of what I have learned so far on b123. I find gaining knowledge much easier and also find that I am looking at things more from a management perspective than from an employee one.
d. Write a short statement identifying the development needs you have in your current role. In my current role my development needs include needing more training on a system called PED. Which is what’s used to identify each individual works order and to ensure each necessary part is in place. Also I wish to one-day progress into management the only way this will be aided in achievement is by ing b123 as well as my other HND units. Another aspect I could do with looking at is an opportunity that has arisen which would incorporate some more health and safety roles into my current ones. This could be a good opportunity to develop further
TMA Task 3
RYAN FIELDING E1712027
TMA-01
B123
a. Write a short piece identifying the areas of your management practice you would like to develop further.
The areas of my management practice I would like to develop further are forecasting/planning and leading from Fayol’s management process. And I also wish to focus more on my decision making skills. The reasons for these aren’t entirely controllable by me as my development into management will take time. But I could improve my forecasting and planning in a couple of ways. We have provision in place to assess what work is heading our way so if I could access this more I could plan ahead better what work will be hitting us and when. Although this can be difficult in manufacture as we have a lot of customers who back out at the last minute and cancel orders. This would then contribute to time wasting done in planning however this is also part and parcel of the manufacturing industry. My decision making skills could be worked on in a few ways some of these could include more input into decisions made in of routing of works orders from system, and how planning beforehand could cause a different route to be taken. Such factors may include material size been inappropriate for machine capability or simply work capacity been overstretched in one machine cell more than the other. Another factor of decision making that might affect me is my ability to contribute to an ever changing environment in of work amount and demand. The reason for this is at certain times of the year workload is really quiet and other times it is busy.
b. Justify your choice of areas based on your use of these models and your development needs identified in Task 2(d).
Fayol’s circular management process is a useful general way of thinking about a manager’s job. I chose an aspect from this to work on as a development because I fell that my forecasting/planning needs more work. Currently my general involvement with planning is minimal but will eventually become more prevalent as my role towards management develops. The reason I need more work at this is in manufacturing we have to have aspects in place prior to a piece of work been started. So the planning process may start out as a design which a customer places an order for from there it will need a CAM program to machine and route to follow. Also there must be sufficient material or maybe an amount would need ordering in. I felt I could relate to Fayol’s process as a way of control over a team so if a plan was drawn out in a similar way to the circle in book figure 13.2. You could adapt it to suit whatever context of business it is needed for in my case manufacture. From there I chose my weakest aspect to work on personally which was the planning.
RYAN FIELDING E1712027
TMA-01
B123
My decision making skills were taken from Mintzbergs managerial roles. These are tabulated as in figure 13.3 in the MGSG as three main roles which include interpersonal, informational and decision making. From this I determined that my decision making was what needed the most work and that this had to be my focus for improvement. I spend time observing longer serving managers and try to pick up tips and way to manage. I have seen two main types in my limited experience of this there are direct and indirect managers. I see this difference between both of them our CAM manager is very direct often bursts into rooms to confront people about an email that has been sent somehow involving him. He uses a lot of intimidation to get respect and likes to raise his voice a lot. The other type is the workshop manager he is more indirect and doesn’t seem to enjoy direct confrontation. He uses intelligence and emails to get his point across more than shout. Based upon Fayol’s system I find that my role involves a lot more of inspiration to the staff. I feel that this course is a way of offering more use to the shop floor team, by improving my planning I am helping more with the organising. Another thing this course helps me to understand is the link between each aspect of the Fayol’s circle. So after leading there must be coordinating which leads to controlling and back to more planning and the cycle starts again with alterations to improve things accordingly. Mintzbergs roles are more of a relation to Fayol’s processes as well. To think about this as more of a combined theory. I could determine that they both have a similar approach to management.
TMA-01
B123
Welcome to my assignment TMA 01 please follow the link to view my e-portfolio below; http://ryanfielding.weebly.com/
Activity
Task
1.1
1
y
2
y
3
y
4*
y
1
y
1.2
Complete
2
3
4
2.1
1
y
2.2
1
y
2*
y
1
y
2
y
2.3
RYAN FIELDING E1712027
TMA-01
B123
Activity
Task
3.1
1
y
2
y
1
y
2*
y
1
y
2*
y
1
y
2*
y
3.2
3.3
3.4
Complete
TMA Task 1 SESSION 1 Activity 1.1 Task A; watch lessons along the way 1.1Task B Reflect on your earliest jobs and document your thoughts on two or three things you learned from those that you still put into practice today. From my earliest jobs there were two main things I learned one was how engineering processes in of how this company in manufacturing worked. Basically this was how a component being made moved through the workflow and I thought this was something that could be improved upon to allow it to flow more smoothly. The second thing was how the management structure worked and that it seemed like the company showed signs of being modern during the mid-80`s. But hadn’t really updated although it was very clean and tidy more so than most hospitals.
RYAN FIELDING E1712027
TMA-01
B123
Task 2 read the chapter 1 of MGSG; Reflection of this; It was very interesting to read about Management from a different perspective. Chapter 1 has a strong emphasis on learning and goes deep into depth about ways to learn and knowledge. My personal preference of a way to learn is a simple as reading in depth my tasks Whilst taking notes. Then moving onto illustrating in the form of mind maps and prompt cards. From there I will use all these to write assignments. I feel I have a very active deep approach to learning but also do have an organised and managed approach so I suppose overall I have a Combined approach.
Task 3 Questionnaire and profile analysis;
RYAN FIELDING E1712027
TMA-01
B123
RYAN FIELDING E1712027
TMA-01
B123
Task 4 Post your personal profile (bar chart) and the short written summary of your approach to learning My current profile show’s a fairly balanced result across the board. An ideal pattern of scores would show high scores on the first four aspects of learning (deep, monitoring, organised and effort management) as mine does. But then a high score on the surface aspect alone indicates a pattern that requires attention. However, this does also show that the surface is the Lower aspect than the rest on mine. So maybe this could indicate what needs improvement in order to achieve a better result. I do think that this points to me having the rare approach to learning, or combined approach as it is known. I will have to visit some new strategies and tactics maybe, and abandon some older ones. Activity 1.2 Task 1,2,3,4
Record of workplace learning experiences Workplace learning experience
Form of evidence of learning
What did I do differently as a result?
Example 1: One day course on how to run staff appraisals
Certificate of attendance
Always make sure I ask for draft objectives from staff member at least 24 hours in advance
Example 2: Provide temporary cover for section supervisor week x – y
3. Slinging and lifting course
My own appraisal record
Duty log for x –y
Colleagues’ comments
Divide time between performance review and future objectives Notes for duty log – more detail needed
Handover emails Performance review/appraisal record
Certificate of completion recorded appraisal record on system
Email communication Discuss progression route to supervisor position in appraisal I was able to use slinging and lifting equipment correctly and safely. I was then fully insured to use equipment to life stock
Steve Williams manager He put the course in place in order for me to complete it In of what impact it had
RYAN FIELDING E1712027
TMA-01
B123 on my work I was able to work safely and competently
4. HNC mechanical engineering
Certificates of completion added to works own recorded appraisal system
I was able use mathematical knowledge in my everyday job could use the processes learned to be more effective at my job
5. Changed job roles
works own recorded appraisal on system new contract
I moved up from a CNC machinist to been a production controller
Steve Williams manager He allowed me to do the course and got funding in place. It made me more confident when talking about technical and communicating with others Steve Williams manager after competition of HNC he wanted me to move into the office. It was a new job role altogether so I had to deal with others and sort any problem that they may come across and felt more confident about doing this role.
RYAN FIELDING E1712027
TMA-01
B123
SESSION 2 Activity 2.1 Watch and listen to the animation (Figure 2.1) and document your thoughts on the key aspects of management practice;
Source=https://learn2.open.ac.uk/mod/oucontent/view.php? id=704941§ion=3#back_thumbnail_idp28848
1. The key concepts on which the theory is based 2. A description of the model in a short phrase or sentence 3. Briefly, what the theorist believes motivates people at work.
Maslow’s hierarchy of needs Concept is based upon a hierarchy system and leads you to believe that one need is followed by another or one is more important than the other although there doesn’t seem to be any evidence of this. The theory suggests that there are four deficiency needs and 1 growth need. The theorist believes in this as a rule of thumb for managers and what motivates people at work is a structure of the following;
Esteem Social (belonging)
RYAN FIELDING E1712027
TMA-01
B123
Safety Physiological
The fifth element of the triangle is self-actualisation which is someone who is problem focused who has an appreciation of life that is always fresh and has a concern for personal growth.
Hertzberg’s two factor theory is step away from the traditional view that satisfaction and dissatisfaction are the same differentiation where one pulls away from the other. Hertzberg’s theory is that one can be more satisfied but not be more dissatisfied or more dissatisfied but not more satisfied. He believes the two are separate so if you were more satisfied with the recognition you received, it would not impact on you being more dissatisfied with the job you have done. The theorist believes that only some needs are motivating but that financial reward is not a major motivator. What motivates people at work under Hertzberg’s theory is if they have the correct motivating factors and the correct hygiene factors. Then this will maximise the satisfaction and neutralise the dissatisfaction in the workplace.
The Expectancy theory concepts are based upon human behaviour; understanding effort that is required, the performance that the person is willing to give and the expectations that the effort will lead to what a person will value of the outcome. The model is with effort plus performance equals the outcome. The theorist believes what motivates people at work is the outcomes of the person’s ability to do their job and their ability to do it.
Activity 2.2 task 1 link https://learn2.open.ac.uk/mod/forumng/discuss.php?d=1523907/ Task 2 For me personally Maslow’s theory is the most applicable, as this mentions self-actualisation. Which is something I do all the time. I always look for problem solutions and I have a very strong need for personal growth. In of a hierarchy of needs I wouldn’t say that this was so applicable to me though. As this suggests that one is followed by the other, which isn’t necessarily true as I think one could supersede the other. My motivation is the constant drive to want to better myself and my
RYAN FIELDING E1712027
TMA-01
B123
family lifestyle out of work. To achieve this, I have chosen to become higher qualified in the hope of earning more and therefore improving this. Activity 2.3 Task 1 Read the section ‘Logical reasoning and critical thinking’ in Chapter 3 of the MGSG and write some brief notes.
Task 2 One of the statements in Chapter 3 is ‘an important part of a manager’s role is to solve problems’ (Tyler, 2007, p. 69). It is often the need to solve problems which drives them to bring together formal theories – in a bid to find out what theorists and other managers recommend in dealing with similar situations in the past – and informal, personal theories based on their own experiences and beliefs. Document your results from the following:
a. Reflect on a problem at work, that you have had to contribute to resolving. Outline it in a brief description of the problem.
b. Look again at Figure 3.2 in the MGSG and use the first two columns of Table 2.1 to describe the contribution you made to the solving of the problem. If you can, split this into any data you used and the assumptions you began with, any inferences you made and how your contribution influenced the outcome
a. The problem was an incorrectly machined component on the shop floor CNC Lathe. The issue would be finding out who was to blame and how to correct this. The Shop floor manager had tasked me with finding out who or what had caused this.
b.
Making a case
Foundation of the case: data and initial
Inferences
Conclusion
Involvemen t of others
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assumptions A problem with a component manufactured by us on a CNC Lathe.
Was the operator willing to accept responsibility?
After investigation I can remove blame from operator as he checked the component to correct procedure with correct equipment.
One of the diameters wasn’t big enough as per drawing specification.
Was it even the operators fault? Other of shop floor gave their own opinion of the situation.
initial assumptions pointed to operator error or possibly machine error
Was it down to a machine error? been able to identify if the machine was faulty by machining the same component again. without changing the set up and use a piece of scrap the same size to test the theory Would the CAM department accept responsibility? The CAM manager can be unhelpful and aggressive if challenged without correct information to back up an argument.
It was not the operators error. Which was of great relief to the operator as he was on a warning already for incorrect machining. Machine error can be removed as was tested after and was found to be functioning correctly.
Was it down to an issue with the CAM program?
CAM were at fault as they had inputted the incorrect line of program resulting in the diameter been incorrect.
I had to liaise with workshop manager who had to instruct inspection department to measure component to determine diameter in correction Operator understood that it was not his fault and assisted in helping to solve the issue CAM manager and workshop manger liaised with operator to determine machine was not faulty
The CAM Manager was unhappy and was challenging, to get to accept responsibility. But after it was proven to be a fault from his department. He had to accept blame
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B123 and addressed the issue with his team member who had made the error and correction.
SESSION 3
Activity 3.1 Task 1 In Chapter 13 of the MGSG, read the short subsection ‘Fayol’s management processes’. Write down a set of brief statements about which of the management processes discussed in the reading you have been or are already involved in at work. Which of the processes do you think you need to develop a better understanding of? FORECASTING and PLANNING - I feel I need to develop a better understanding of this, as I don’t have much involvement currently. ORGANISING - I do a lot of organising as part of my daily job already. I am always having to help deal with the problems of jobs that come through to us, whether it be drawing errors or something as simple as which pins to out in a job. LEADING - I currently don’t get much involvement in leading unless to help cover whilst senior management is off.
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CO-ORDINATING - I do quite a lot of this mainly with others member`s in our team. We will sometimes come across a problem that one person has more knowledge of than the other so we have to work together to solve the problem. CONTROLLING - This is part of my daily job all works order that come through the business through our office so we have to ensure programs, drawings, CAM programs and all OP sheets are in place before releasing a job to be machined. Activity 3.1 Task 2 We were assigned a works order to produce and had to get all the required things in place, in order to get the component to be machined. The management of this was similar to Fayol’s as my version of the diagram shows Design drew the drawing and a works order is ordered by marketing and raised by purchasing. From there our manager decided to have a program written by CAM. The manager of CAM coordinated with his staff to complete this task and ed the works order onto production control. Who checked that all the required items were there. This includes drawing from design, works order from purchasing and program from CAM. Then a route is added and it is ready for machining. Colleague response; I agree with the diagram mostly but think there are also more links in-between the boxes and not just a full circle.
Assignment 3.2 Task 1
Job role assessment Role type
Activity
When I do this:
Estimated % of my work time
Interpersonal
Representing the organisation
By upholding the values of the organisation and completing tasks correctly
5
Leading staff
Alot of staff will ask question`s and I have to help them
10
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Informational
Decisionmaking
External liaison with e.g. customers/ clients, service s, suppliers
Only when ordering products we need.
5
Monitoring information
I am the progress chaser as part of my daily job and have to monitor jobs and move them onto completion
20
Disseminating/distributing information
I may have to liase with shopfloor any information that management has asked me to.
10
Acting as spokesperson
ing on information when asked.
5
Initiating change or creative solutions
I always strive to make the general work day easier by completing solutions in my spare work time.
10
Handling disturbances and responding to crises
vary rarely only if management are on holiday
5
Allocating people and/or resources
Resources daily I have to ensure all works order`s get out onto shopfloor so the workshop can run.
15
Negotiating over use of resources
I control stock level and try to keep the use as low as possible when issuing works orders.
15
Task 2 post the ‘Estimated % of my working time’ figures for each activity in your Tutor group forum (TGF) and highlight two others
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Activity 3.3 task 1 and task 2 Activity 3.3 - Task 2 VIDEO 1 In this video I felt that the management used an interpersonal approach. The reason for this is that the boss and the other staff are directly facing customers as such by taking order and serving food. The CEO and the manager of the restaurant both seem to show this role. The part in the video where the manager of the restaurant sends staff to shadow the CEO shows that he cares which I feel is also another interpersonal skill. He does this to assist the CEO and also to make sure that things are done correctly. In of informational roles the staff back feed information to the CEO about
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using tablets to take order rather than using a notepad. Also I thought that the training must have been good as all the staff seemed keen and it was mentioned by the CEO that she found it hard to take orders from two tables never mind 6. The Decision making roles I felt were mentioned, were the manager asking about the tablet system to replace the paper system, To which the CEO agreed. This shows entrepreneurial thought by the manager. The restaurant manager also reacted to the CEO like a new member of staff and sent a shadow to aid her.
VIDEO 2 The interpersonal roles in this video come from the CEO, He shows great interest in his graduates and the program called the IHG. In this respect he acts as sort of figurehead. Also I felt that there was a strong focus on the staff from the manager especially the newer who were shown the "turndown service". Even the CEO didn’t realise the entirety of the structure and he found a gap in this part of the training. The informational roles are displayed by the managers these are providing the staff with all the training and information that they need and the standard`s that the company require, also I felt that the role of the managers on the front desk are acting like a sort of spokesperson, or a front face with a smile that represents the companies image. The decision making roles shows how the CEO had to make choices about how to adapt to challenges put before him for example; the awkward fake customer who was demanding services like massages and WIFI here the desk staff intervened slightly this shows good training and that they can take on other job roles when needed. There was also the part about the 20% discount offered for loyalty this shows a decision made to attract customers.
VIDEO 3 In this Oxfam video the new CEO visited stores to see how they were run by the paid manager and the voluntary staff. He also visited Zambia to show how the people there benefitted from donation money, this showed them all clothed healthy and with a cow for milk and business. The informational roles in this Oxfam video showed the CEO organising training with the aid of the staff, and also communicated problems with them about the fair trade products been too dear and of no interest. The CEO took on the spokesperson task and asked customers about what Oxfam was and did. I thought that the decision making aspects included the part where the elderly lady asked for discount for voluntary staff. Also the part about the TV in the shop and what it shows, the manager suggested they show more variety on the TV`s to better explain what Oxfam is and does. The CEO has a lot of decisions to make about which way to take the company and also how to stop the sales decline.
Activity 3.4 task 1 and 2
Activity 3.4 – Task 2 For this task I have analysed both documents and the main major difference I can see is that, Mintzbergs roles seem to be a guide to management and that the code of practice document seems to be written more like a bible. By this I mean that the code of practice
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shows what is expected of you and that Mintsberg is what should be happening as a basic theory. Mintzbergs theory shows one linking to the next whereas the code of practice shows a do or die like structuring.
TMA TASK 2
For this task you will need to refer to Activity 1.2. In this activity you identified your prior learning and how you changed your work practice as a result of undertaking this learning.
a. Write a brief statement identifying the purpose of your organisation. AESSEAL is currently the fourth largest mechanical engineering company in the world. We aim to become the world leader by 2028 by continuous growth and excellence. We aim to provide such good customer service that they never need to seek an alternate supplier of mechanical seals again.
b. State what your own work role is and explain how your role contributes to the purpose of your organisation. Currently my own work role is inside of AESSEAL, is to provide our workshop known as the special products division (SPD) With works orders. We are a through and control point within the headquarters of AESSEAL. That choose manufacturing routes, ensure programs and design are correct and in place and process all manufacturing sheets and material delivery to ensure our highly expected customer service requirements are met and are on time.
c. Write a statement in which you reflect on how the prior learning you identified in Activity 1.2 has impacted on your ability to perform this role. My prior learning as explained in 1.2 has impacted on my learning by showing me how SPD is ran in of engineering processes and how they are involved and how the management structure works. The impacts that I can identify; Is that once I had learned
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about how the company runs in of process of manufacture. I could then see ways of which they could be improved maybe under the influence of alternate management. I saw a flaw in the system where management currently was not direct enough to cope with such a large workshop and that maybe another manager may do better and also the styling was outdated and this seemed to discourage more modern company customers. I feel that I look at things in a different way now as a result of what I have learned so far on b123. I find gaining knowledge much easier and also find that I am looking at things more from a management perspective than from an employee one.
d. Write a short statement identifying the development needs you have in your current role. In my current role my development needs include needing more training on a system called PED. Which is what’s used to identify each individual works order and to ensure each necessary part is in place. Also I wish to one-day progress into management the only way this will be aided in achievement is by ing b123 as well as my other HND units. Another aspect I could do with looking at is an opportunity that has arisen which would incorporate some more health and safety roles into my current ones. This could be a good opportunity to develop further
TMA Task 3
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a. Write a short piece identifying the areas of your management practice you would like to develop further.
The areas of my management practice I would like to develop further are forecasting/planning and leading from Fayol’s management process. And I also wish to focus more on my decision making skills. The reasons for these aren’t entirely controllable by me as my development into management will take time. But I could improve my forecasting and planning in a couple of ways. We have provision in place to assess what work is heading our way so if I could access this more I could plan ahead better what work will be hitting us and when. Although this can be difficult in manufacture as we have a lot of customers who back out at the last minute and cancel orders. This would then contribute to time wasting done in planning however this is also part and parcel of the manufacturing industry. My decision making skills could be worked on in a few ways some of these could include more input into decisions made in of routing of works orders from system, and how planning beforehand could cause a different route to be taken. Such factors may include material size been inappropriate for machine capability or simply work capacity been overstretched in one machine cell more than the other. Another factor of decision making that might affect me is my ability to contribute to an ever changing environment in of work amount and demand. The reason for this is at certain times of the year workload is really quiet and other times it is busy.
b. Justify your choice of areas based on your use of these models and your development needs identified in Task 2(d).
Fayol’s circular management process is a useful general way of thinking about a manager’s job. I chose an aspect from this to work on as a development because I fell that my forecasting/planning needs more work. Currently my general involvement with planning is minimal but will eventually become more prevalent as my role towards management develops. The reason I need more work at this is in manufacturing we have to have aspects in place prior to a piece of work been started. So the planning process may start out as a design which a customer places an order for from there it will need a CAM program to machine and route to follow. Also there must be sufficient material or maybe an amount would need ordering in. I felt I could relate to Fayol’s process as a way of control over a team so if a plan was drawn out in a similar way to the circle in book figure 13.2. You could adapt it to suit whatever context of business it is needed for in my case manufacture. From there I chose my weakest aspect to work on personally which was the planning.
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My decision making skills were taken from Mintzbergs managerial roles. These are tabulated as in figure 13.3 in the MGSG as three main roles which include interpersonal, informational and decision making. From this I determined that my decision making was what needed the most work and that this had to be my focus for improvement. I spend time observing longer serving managers and try to pick up tips and way to manage. I have seen two main types in my limited experience of this there are direct and indirect managers. I see this difference between both of them our CAM manager is very direct often bursts into rooms to confront people about an email that has been sent somehow involving him. He uses a lot of intimidation to get respect and likes to raise his voice a lot. The other type is the workshop manager he is more indirect and doesn’t seem to enjoy direct confrontation. He uses intelligence and emails to get his point across more than shout. Based upon Fayol’s system I find that my role involves a lot more of inspiration to the staff. I feel that this course is a way of offering more use to the shop floor team, by improving my planning I am helping more with the organising. Another thing this course helps me to understand is the link between each aspect of the Fayol’s circle. So after leading there must be coordinating which leads to controlling and back to more planning and the cycle starts again with alterations to improve things accordingly. Mintzbergs roles are more of a relation to Fayol’s processes as well. To think about this as more of a combined theory. I could determine that they both have a similar approach to management.
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