Descriptionofleader*

Examples
oftheir leadership

Skills and behaviours exhibited

Effect onme

*Add more rowsas necessary

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

Examples*

Who leads
or influences

Influencing skills
used

Task
behaviours

Relations behaviours

Changebehaviours

*Add more rowsas necessary

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Problem identification and
description

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Analysis

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Conclusions to the analysis

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Recommendations

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Advantages,
disadvantages
and implications

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

What was the
purposeofthegroupor

team?

How well did it achieveits goals and

aims?

Who was involved in it?

How weremembers selected?

Did theyhavedifferent
skills and

experiences?

Ifso, weretheycomplementary?

What processes andactivities
worked

well and what
did not work so well?

What arethepositive featuresyoucan

remember?

What arethenegative
featuresyoucan

remember?

Otherthoughts

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

Purposeofgroup
or

team

Inputs

Throughputs

Outputs

Particularsuccess

factors

Improvements that

could
havebeen made

(areas/processes)

References

Source:basedonSchermerhornet al.
(1995)inIngramet al.,1997

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

Techniqueortool

used

Question, issueor

statement
1

Response

Question, issueor

statement
2*

Response

*Add more rowsas necessary

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

Post title

Location and
department

Reports to

Summaryofrole

Specific
responsibilities

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

B628Table10.4Discriminationanddiversity

1. Does guidance/policyexist
in theorganisation?

Yes, on discrimination
and diversity

Yes, on discrimination
only

No, countrylaws only

2. Discrimination is not allowed/is allowed
against
the followingcharacteristics.In eachcasestateYes or
No.IfYes, set
out thereason forthis
inyourorganisation.

Gender

Disability

Ethnicity(nationality;

race;colour)

Beliefs(religious,

political)

Age

Class/caste
or family

background

Dress/personal

appearance/particular
clothingsuch as head covering(turban, burqaorpurdah)

Criminal record

Other (specify),
e.g.
new recruits must have relativesworkingin the organisation orin the sameprofession

3. Extent to which guidance/policy/laws
areorarenot

followed in a
familiar part of
the organisation
and why

4. How the guidance/policy/laws
influenceorwill
influencemy
behaviour

5. Summaryof similarities and

differences
betweenguidance/policy/laws
and practices in three
organisations including
myown

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.

B628Table10.5PersonspecificationOptionA

Jobtitle:

Organisation:

Criteria

(categories)

Descriptionof criteria in
eachcategory
includinglevel

Essential/

desirable

Measured by

Qualifications

Work experience

Knowledge

Skills

Organisational
requirements

This person specification complies with organisational
policyon diversityand
discrimination (or countrylaws). Yes/no

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used(youmay
have
usematerial fromyourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.

B628Table11.1Marketingthejobandmethodsofselection

Jobtitle:

Organisation:

Marketing

Methods*

Description

Justification

Advantages
and disadvantages in
this

case

Method
1

Method
2

Method
3*

Selection

Methods**

Description/detail

Justification

Advantages
and disadvantages of

method for
this
job

Interview(s)

• Description
of interview type

• List ofbasic
interview questions

Work
sample(s)

• Outlineof design

Personalitytests

Aptitudetests

Assessment centre

• Tests/mix

*Add rows as necessary

**Deletemethodsyou havenot selected

References

TheOpen University(2010)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used(youmay
have
usematerial fromyourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.

B628Table12.1Performancemanagementreview

Thesupervisory
relationship (orother
relationship)

Describe
the frequency and
usual content ofthe meetings/discussions

Saywhetherthe meetings/discussions
help to establish (and
ifthey help to maintain)agood working
relationship

Content of
the meetings/discussions
that helped myperformance.Provideupto
three examples.

Content of
the meetings/discussions
that did not help my
performance.

Provideupto
three examples.

Threeimportant
ways in which these meetings/discussions have shaped
theway Imanage
theperformanceofothers.

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used

Remembertosave yourcompletedtablebefore closingthisdocument.

B628Table12.2Performancemanagementself-assessment

Task-focussedactivities

Person1

Person2

Person3

WhetherI
carry out this activity and how wellI

do it

Shaping
–

structuringthetask

Target setting

Explaining

Delegating

Guiding

Limiting

Negotiating

Resourcing

People-focussed
activities

Person1

Person2

Person3

WhetherI
carry out this activity and how wellI

do it

Coaching

Encouraging

Facilitating

Counselling

Rewarding

Representing

Evaluating

Overall self-assessment

ActivitiesIwill do moreof (and, ifnot donein discussions/supervision meetings, how and when)
and why Ithink eachwill
improve/maintain performance

1.Ingeneral:

2. Specifically

Person 1:

Person 2:

Person 3:

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,
ModuleActivities, Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used

Remembertosave yourcompletedtablebefore closingthisdocument.

How often is
yourperformance
appraised?

Who
appraises it?

How doyou prepareforthe appraisal?

What does
beingappraised
feel like

– before, duringand
afterwards?

What arethe
benefits ofappraisal
foryourself(the
appraisee), the appraiser(forexample,your
manager) and theorganisation as
a whole?

Otherthoughts on theprocess.

Summary(about 200 words)

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used

Remembertosave yourcompletedtablebefore closingthisdocument.

How often is
yourperformance
reviewed?

Who
reviews it?

How do the reviews
work?(What
forms do theytake and how
formal arethey?)

How well do thesereviews work?

How areyour
work objectives
set?

How doyoureceive
support, ifit is everneeded?

What arethe
benefits ofyourwork beingreviewed
and supported in this way?

What arethedisadvantages
ofyour
work beingreviewedandsupported
in this way?

Summary(about 200 words)

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used

Remembertosave yourcompletedtablebefore closingthisdocument.

Policies

Day-to-dayperformance management
suchas monitoring and
supervision

Appraisal process

Practices

Summary(about
200 words)

which draws out differencesbetween policiesand
practices and explains whythesemight
be

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Coverpage

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Summary

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Contents

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Introduction

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Analysis

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Conclusions to the analysis

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Recommendations

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Advantages,
disadvantages
and implications

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">References

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">TheOpen
University(2012)B628/BZX628.
Managing
1:Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.

Sector, purpose, size andtypes ofwork that
thepartyou are responsible
fordoes, or
thatyourworkgroup
is engaged
in

Learningopportunities availablein the organisationyouwork for,
oryourpart of it, orthoseopportunities
that are

availabletoyour
workgroup,
whether formal
orinformal(categories and
examples)

Theways
in which thesearesupported

• By
you (categoriesand examples)

• By
work-group members
(categories and examples)

Barriers to learningand
development

(categories and
examples)

Conclusion

References

TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Listany
othersources
ofinformationyou used.

Remembertosave yourcompletedtablebefore closingthisdocument.

B628Table14.2Reportontraininganddevelopmentprovisionandsupport

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Coverpage

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Summary

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Contents

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Introduction

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Analysis

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Conclusions to the analysis

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Recommendations

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">Advantages,
disadvantages
and implications

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">References

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">TheOpen University(2012)B628/BZX628. Managing 1:
Organisations and people,

ModuleActivities,
Milton Keynes, The
Open University.

Examples oftheir leadership Skills and behaviours exhibited Effect onme.gif">List
any othersources
ofinformationyou used(youmay
have
usematerial from yourorganisationor theinternet).

Remembertosave yourcompletedtablebefore closingthisdocument.

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